Coordinated Action in Multiteam Systems
Coordinated Action in Multiteam Systems
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DOI：
10.1037/a0026682
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发表时间：
2012-07-01
影响因子：
9.9
通讯作者：
Ilgen, Daniel R.
中科院分区：
文献类型：
--
作者：
Davison, Robert B.;Hollenbeck, John R.;Ilgen, Daniel R.
本研究调查了多团队系统中的协调行动，该系统采用233个通讯员系统，包括3个高度专业化的6人团队，这些团队参与了同时“实验室式”和“现场式”的演习。“它通过团队和大型组织文献的理论观点的结合丰富了多团队系统理论，强调了专业化的大规模和模块化组织的差异影响，并表明传统团队和大型组织中关于有效协调的传统智慧并不总是转移到多团队系统。我们的经验表明，制定跨团队边界的组件团队级别的协调可能是有害的性能和组件团队的边界spiritual和系统领导制定的协调行动，积极影响系统的性能，只有当这些行动是围绕组件团队最关键的任务环境的需求。
This study investigated coordinated action in multiteam systems employing 233 correspondent systems, comprising 3 highly specialized 6-person teams, that were engaged in an exercise that was simultaneously "laboratory-like" and "field-like." It enriches multiteam system theory through the combination of theoretical perspectives from the team and the large organization literatures, underscores the differential impact of large size and modular organization by specialization, and demonstrates that conventional wisdom regarding effective coordination in traditional teams and large organizations does not always transfer to multiteam systems. We empirically show that coordination enacted across team boundaries at the component team level can be detrimental to performance and that coordinated actions enacted by component team boundary spanners and system leadership positively impact system performance only when these actions are centered around the component team most critical to addressing the demands of the task environment.