Eli Broad Graduate School of Management, Michigan State University, MI, USA.
J Appl Psychol. 2012 Jul;97(4):808-24. doi: 10.1037/a0026682. Epub 2011 Dec 26.
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.
这项研究调查了多团队系统中的协调行动，使用了 233 个对应系统，包括 3 个高度专业化的 6 人团队，他们参与了一项既具有“实验室特征”又具有“现场特征”的演习。它通过结合团队和大型组织文献的理论观点，丰富了多团队系统理论，强调了专业化对大型和模块化组织的不同影响，并表明关于传统团队和大型组织中有效协调的传统智慧并不总是适用于多团队系统。我们的实证研究表明，在组件团队级别跨越团队边界实施的协调对绩效可能有害，而由组件团队边界跨越者和系统领导实施的协调行动只有在这些行动以解决任务环境需求的最重要组件团队为中心时，才会对系统绩效产生积极影响。
