Works
- Understanding conflict in geographically distributed teams: the moderating effects of shared identity, shared context, and spontaneous communication, Organization Science 16(3), 290 to 307, 2005
- Go (con)figure: subgroups, imbalance, and isolates in geographically dispersed teams, Organization Science 21(1), 115 to 131, 2010
- Perspective: rethinking teams: from bounded membership to dynamic participation, Organization Science 29(2), 341 to 355, 2018
In Organizational Structures
Known for
Geographically distributed teams and fluid team membership.
Ideas
Conflict at a distance. With Hinds, found that distributed teams had more task and interpersonal conflict than collocated ones, and that shared identity, shared context, and spontaneous communication tempered it. Caveat: A cross-sectional field study of 43 teams in one multinational, of distribution within teams rather than across an organization. Read in its abstract only.
Configuration effects. With O'Leary, showed that how a dispersed team's members are configured across sites, apart from distance, shapes identification, conflict, and coordination. Caveat: A quasi-experiment with 62 teams, not standing organizational units. Read in its abstract only.
Dynamic participation. With Haas, argued that fluid, overlapping, and dispersed membership blurs the team's boundary, and proposed reading teams as hubs of participants rather than bounded groups. Caveat: A conceptual piece, with no empirical test. Read in its abstract only.
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.