A New Multiteam System (MTS) Effectiveness Model

Abstract

Team effectiveness models in the literature are primarily concentrated on traditional teams, with few involving the multiteam system (MTS) level of analysis in the model. Teams achieve their goals by managing both teamwork (e.g., interpersonal, effective, motivational, cognitive) and taskwork (e.g., strategy, goal setting, project management) activities. When MTSs are involved, multiple teams manage their own teamwork and taskwork activities, while leadership must be in place to coordinate these activities within and between teams in order to achieve the organization’s goal (the MTS’s goal). This research study conducted a systematic review of current team effectiveness frameworks and models. A narrative-based method for theorizing was utilized to develop a new MTS team effectiveness framework. This research contributes to the MTS literature by providing a new formula for team effectiveness at both the team level (team effectiveness formula) and the MTS level (MTS team effectiveness formula). This research aids managers, practitioners, and researchers by providing a tool that accounts for all levels and temporal processes.

The dynamics of coordination patterns in multiteam systems response to emergency: Case study from a pharmaceutical enterprise

“…The conclusion that the centralized coordination (decentralized coordination pattern) pattern can play the advantage of the central position of the leadership team network (horizontal coordination) in the crisis outbreak period (post-crisis period) is echoed by Mathieu et al (2019) who states that the concept of team research is dynamic network. This conclusion also has important implications for constructs theorized to have dynamic properties of MTS but have not yet been tested by empirical studies (e.g., MTS Effectiveness, Turner et al, 2020). By examining the dynamic effects whenever and wherever they arise, the MTS literature may develop a more nuanced and actionable understanding of the dynamic effects of MTS.…”

The Substrate-Independence Theory: Advancing Constructor Theory to Scaffold Substrate Attributes for the Recursive Interaction between Knowledge and Information

“…Using the previous example of constructing teams into more effective teams, it is desirable to alter the attributes of the team (teamwork, taskwork, performance, customer satisfaction; [33]) making the team the substrate. The constructor could be approval of funding from management for an intervention to achieve the desired state, improving team effectiveness.…”

Multiteam systems as integrated networks for engaging ambidexterity as dynamic capabilities

“…On categories of MTS attributes, including linkage attribute dynamicsinterdependence, coordination, integration, and boundary spanning, see Zaccaro et al (2012 and2020); see also Mathieu (2012), Shuffler et al (2015) MTS taskwork Task Design/Task Demands On system and constituent team tasks, see Shuffler and Carter (2018) On team taskwork and demands, see Kozlowski and Ilgen (2006) Mediators MTS mediators Intra-Team Dynamics Inter-Team Dynamics On mediators functioning within MTSs, see Shuffler et al (2015); see also Shuffler and Carter (2018), Turner et al (2020) Behavioral Linkages and Process Dynamics Mathieu (2012); see also Shuffler et al (2015, referring Shuffler et al (2015); see also Turner et al (2020) On team process dynamics, team emergent phenomena, and alignment of processes, see Kozlowski and Ilgen (2006); see also Kozlowski (2015, referring to "team process dynamics"); Kozlowski (2018), Kozlowski and Chao (2018) MTS Leadership (Intra-and Inter-Team) Shuffler and Carter (2018), Turner et al (2019); see also Kozlowski and Ilgen (2006), describing leadership as team process intervention), and Lanaj et al (2012, on decentralized planning in MTSs) MTS "Interventions" at Inter-and Intra-Team Levels Shuffler et al (2015), Shuffler and Carter (2018), Turner et al (2019) On interventions for dynamic integration of team taskwork and teamwork, see Kozlowski and Ilgen (2006), Kozlowski (2018) On team-level ambidexterity, see Jørgensen and Becker (2017)…”

“…An MTS constitutes a network of teams that offers powerful capabilities, in particular for businesses that must be able to innovate and adapt to survive in complex, volatile environments. An MTS consists of two or more teams interfacing directly and interdependently to accomplish collective, overarching goals (Mathieu et al, 2001;Mathieu, 2012;Turner et al, 2020). MTSs derive dynamic capabilities from their component teams that are intrinsically dynamic and adaptive, and from the MTS linkages that can integrate the components into a tightly coupled network that in itself functions as a dynamic complex system (Zaccaro et al, 2012).…”