Managing coordination in multiteam systems: integrating micro and macro perspectives

Vries, Thomas A. de; Hollenbeck, John R.; Davison, Robert B.; Walter, Frank; Vegt, Gerben S. van der

doi:10.1109/emr.2016.7792411

Cited by 10 publications

(25 citation statements)

References 57 publications

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“…For leaders to manage multiteam systems effectively, several leadership strategy actions should be considered. They include; coordination (establishing roles and responsibilities) (De Vries et al, 2016), mindful teaming (Weaver, 2016), planning (Lanaj et al, 2013), learning processes (Sessa, London and Wanamaker, 2018), goal alignment (prioritisation), boundary spanning (Rico et al, 2018), inclusivity, and diagnosing context (analysing the situation) (Kutz, 2008). Davison et al (2012) propose the concept of the leadership of an integration team as a vertical coordination mechanism in a multiteam system.…”

Section: The Role Of Leadership In Multiteam Systemsmentioning

confidence: 99%

An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system

Huggins

Scheepers

2019

TPM

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Purpose The purpose of this study is to explore how integration teams can build trusting relationships in component teams to enhance their leadership capability within multiteam systems to achieve common superordinate goals. The study investigates how an integration team diagnoses contextual dynamics to enhance understanding of goals in component teams and spans boundaries to create trusting relationships. Design/methodology/approach The proposed model was tested by surveying 396 respondents nested within component teams working within five South African manufacturing companies. Structural Equation Modeling was used to analyse the data. Findings The study reveals that by diagnosing the contextual dynamics within a multiteam system and through boundary spanning, an integration team builds trusting relationships, which will, ultimately, enable teams to achieve common superordinate goals. Practical implications This study offers organisations insights into how multiple component teams of different functional disciplines can work effectively towards achieving an overall or common superordinate goal. It offers insights on how to mitigate misalignment challenges by implementing an integration team within the multiteam system context. Originality/value Research participants were employees within a manufacturing context, which sets this study apart from many previous ones conducted in a simulated environment within a military context. The study investigates building trusting relationships among multiple component teams within a multiteam system through the implementation of an integration team, which has not been specifically addressed in previous studies.

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Section: The Role Of Leadership In Multiteam Systemsmentioning

confidence: 99%

An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system

Huggins

Scheepers

2019

TPM

View full text Add to dashboard Cite

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“…Members from different teams may be able to develop an accurate understanding of each other's positions, but they are very reluctant to incorporate other views into their own (Cuijpers, Uitdewilligen and Guenter 2015;Marks et al 2005). Because of expectations that other teams will not reciprocate openness and concessions and may even obstruct their efforts, members from different teams are often inflexible, resulting in deadlocks or the imposing of a solution by the more powerful protagonist (de Vries et al 2016). They are locked in a battle over who will win and who will lose.…”

Section: Conflict Management Among Teamsmentioning

confidence: 99%

“…Members of an individual team are not fully aware of the distribution of expertise among members ofall teams, and that further disrupts co-ordination and integration (Hoegl and Weinkauf 2005). Moreover, competitive interactions undermine feelings of trust and confidence that different teams can develop solutions together, further impede integrating ideas and synchronizing effort and resources (de Vries et al 2016).…”

Section: Conflict Management Among Teamsmentioning

confidence: 99%

“…Because of expectations that other teams will not reciprocate openness and concessions and may even obstruct their efforts, members from different teams are often inflexible, resulting in deadlocks or the imposing of a solution by the more powerful protagonist (de Vries et al. ). They are locked in a battle over who will win and who will lose.…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, competitive interactions undermine feelings of trust and confidence that different teams can develop solutions together, further impede integrating ideas and synchronizing effort and resources (de Vries et al. ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Conflict management for co‐ordination between shift teams in Shanghai subway stations

Zhang

Liu

Shi

et al. 2017

Asia Pac J Human Res

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Conflict among teams is inevitable in a multiteam system. Drawing on the theory of co‐operation and competition, we proposed and tested a model linking the approaches teams adopt to conflict, inter‐team co‐ordination, and multiteam system performance. Data collected from 123 operation teams in 44 subway stations in Shanghai revealed that co‐operative conflict management positively related to inter‐team co‐ordination, which in turn positively related to performance of the multiteam system. The relationship between competitive conflict management and inter‐team co‐ordination was insignificant and was moderated by co‐operative conflict management. When co‐operative conflict management was at a low level, competitive conflict management negatively related to inter‐team co‐ordination.

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Functional leadership in interteam contexts: Understanding ‘what’ in the context of why? where? when? and who?

Carter

Cullen-Lester

Jones

et al. 2020

The Leadership Quarterly

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Research on team leadership has primarily focused on leadership processes targeted within teams, in support of team objectives. Yet, teams are open systems that interact with other teams to achieve proximal as well as distal goals. This review clarifies that defining 'what' constitutes functionally effective leadership in interteam contexts requires greater precision with regard to where (within teams, across teams) and why (team goals, system goals) leadership processes are enacted, as well as greater consideration of when and among whom leadership processes arise.We begin by synthesizing findings from empirical studies published over the past 30 years that shed light on questions of what, where, why, when, and who related to interteam leadership and end by providing three overarching recommendations for how research should proceed in order to provide a more comprehensive picture of leadership in interteam contexts.

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Managing coordination in multiteam systems: integrating micro and macro perspectives

Cited by 10 publications

References 57 publications

An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system

An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system

Conflict management for co‐ordination between shift teams in Shanghai subway stations

Functional leadership in interteam contexts: Understanding ‘what’ in the context of why? where? when? and who?

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