Works
- Multiteam systems, In Neil Anderson, Deniz S. Ones, Handan Kepir Sinangil, and Chockalingam Viswesvaran (eds.), Handbook of Industrial, Work and Organizational Psychology, Volume 2, Sage, London, 289 to 313, 2001
- Teamwork in multiteam systems, Journal of Applied Psychology 90(5), 964 to 971, 2005
- Leadership in multiteam systems, Journal of Applied Psychology 91(2), 311 to 329, 2006
In Organizational Structures
Known for
The multiteam system as a unit of organization, with John Mathieu, Stephen Zaccaro, and Leslie DeChurch, from the 2001 chapter with Mathieu and Zaccaro that defines it.
Ideas
Cross-team processes. With DeChurch, Mathieu, Panzer, and Alonso, found that processes across teams predicted multiteam performance beyond processes within teams, more so under high cross-team interdependence. Caveat: A laboratory simulation of multiteam systems. Read in its abstract only, which gives no count of systems.
Leading a multiteam system. With DeChurch, found that training leaders improved interteam coordination, which fully mediated leadership's effect on multiteam performance. Caveat: A laboratory experiment with a student sample, 384 students in 64 multiteam systems in a simulation. Read in its abstract only.
Multiteam systems. With Mathieu and Zaccaro, defined multiteam systems as two or more teams that interface directly and interdependently in response to environmental contingencies toward the accomplishment of collective goals; the component teams pursue different proximal goals but share at least one common distal goal, so the system's goals form a hierarchy. Caveat: A conceptual chapter. Only short passages of it were read.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.