Implementation teams: A new lever for organizational change
Implementation teams: A new lever for organizational change
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DOI：
10.1002/job.1773
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发表时间：
2012-04-01
影响因子：
6.8
通讯作者：
Young, Lissa
中科院分区：
文献类型：
--
作者：
Higgins, Monica C.;Weiner, Jennie;Young, Lissa
本文介绍了一种称为实施团队的团队形式，该团队负责设计和领导组织范围内的变革战略的实施，并在变革成熟的美国公立学校系统中调查了这种团队类型。不同于以往的团队研究，集中在团队作为诊断集体或战略决策机构，本研究提出的概念，团队可以用来实施组织变革。在这项研究中，我们研究了职位和任期的多样性和工作环境与团队成员学习，在持续的组织变革的关键因素。来自25个学区的教学改进战略团队在两年多的时间里的结果挑战了一些关于什么构成了一个真实的团队的基本假设。我们发现，在这种变化背景下考虑真实的团队时，团队的一些理所当然的方面，如团队成员的稳定性，可能不是核心，甚至是不合适的;而不是团队成员的稳定性，成员角色的稳定性可能最重要。最后，我们建议学者们进一步研究这种团队形式，重新构建，重新考虑，并更新他们的概念化的真实的团队，特别是从事实施组织变革的团队。版权所有（c）2012约翰威利父子有限公司
This paper introduces a team form called an implementation teama team charged with designing and leading the implementation of an organization-wide change strategyand investigates this team type in a context ripe for change, U.S. public school systems. Unlike prior teams research that has focused on teams as diagnostic collectives or strategic decision-making bodies, this study forwards the notion that teams can be used to implement organizational change. In this study, we examined how positional and tenure diversity and work context relate to team member learning, a critical factor in sustaining organizational change. Results from 25 school district instructional improvement strategy teams over two years challenge some basic assumptions regarding what constitutes a real team. We find that some taken-for-granted aspects of teams, such as team member stability, may not be central or even appropriate when considering real teams in this change context; rather than stability of team membership, the stability of members' roles may matter most. We conclude by suggesting that scholars further investigate this team form and reframe, reconsider, and renew their conceptualizations of real teams, especially for teams engaged in implementing organizational change. Copyright (c) 2012 John Wiley & Sons, Ltd.