Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams

Wu, Tiejun; Wang, Wenjun; Bi, Xin; Liu, Dianzhi

doi:10.3923/jas.2013.1504.1508

Cited by 4 publications

(2 citation statements)

References 14 publications

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“…However, despite their claimed promise and widespread adoption, several review studies reveal that SMTs vary in their effectiveness (Beekun, 1989; Cohen & Ledford, 1994; Guzzo & Dickson, 1996). Some implementations have resulted in adverse outcomes, such as conflict escalation and reduced awareness of changes outside of the team (Johnson et al, 2013; Wu, Wang, Bi, & Liu, 2013). Furthermore, empirical studies on the relationship between team autonomy and team performance have also been inconclusive (Cordery, Morrison, Wright, & Wall, 2010; Goodman, Devadas, & Hughson, 1988; Guzzo & Dickson, 1996).…”

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confidence: 99%

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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Organizations need flexible and adaptable structures to thrive in an increasingly turbulent business environment. Self-managing team (SMT) structures have evolved as an optimal approach to increase flexibility and performance as evidenced by their documented proliferation in organizations. However, even with their broad organizational adoption, research shows inconsistencies concerning SMT’s potential to enhance performance. This review integrates prior empirical research on input factors that influence the successful implementation of high-performing SMTs. Using a prior team effectiveness framework as a lens, we conducted a systematic analysis of the literature to shed light into the variables at the individual, team, and organizational level that affect performance and successful implementation of SMT. The sample of studies resulted from an exhaustive search that included quantitative, qualitative, and mixed methods research. Last, we present gaps in the literature and propose future directions for research on SMTs.

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mentioning

confidence: 99%

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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“…På den anden side er der også kritisk forskning, der viser, hvordan selvledende teams varierer i effektivitet (Beekun, 1989;Guzzo & Dickson, 1996), opnår modsatrettede resultater og resulterer i konflikteskalering og reduceret bevidsthed om aendringer uden for teamet (Johnson et al, 2013;Wu et al, 2013).…”

Section: Selvledelse Og Selvledende Teamsunclassified

Selvledende organisationer i den offentlige sektor: Modsætninger og konflikter i radikal decentralisering

Jensen

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The dissertation focuses on self-managing organizations (SMOs), as novel organizational structures, in which managerial authority is decentralized through formalized organizational processes and structures. Two longitudinal field studies follow a public addiction rehabilitation agency and a self-organizing hospital department during their work distributing decision authority, managerial roles, and evaluation of conflicts and performance to the frontline-employee level. The work contributes, using current empirical research, to a novel body of literature on SMOs by applying a dialectical-process perspective to show how they create new contradictions for employees and managers in public organizations. In studying the emerging processes of SMOs, the dissertation is guided by the following research question: What contradictions occur in public SMOs, and how do these contradictions affect such organizations and their stakeholders? The results of the dissertation are based on qualitative case-study investigations of SMOs in health and social care. Both studies employ an ethnographic approach including interviews, observations, shadowing and document analysis. The work consists of three articles that explore public SMOs from a multi-level analytical perspective in order to elucidate the societal, organizational and subjective dimensions of self-organization. The aim of the work is to expand the current scientific understanding of SMOs, which have been investigated mostly theoretically by researchers and empirically by practitioner-oriented writers, within private-sector organizations. The work sheds empirical light on the phenomenon of the SMO in a public organizational context to expand this research avenue.

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Positive, challenging, or impossible self-managing organizations? Exploring radical decentralization at an addiction rehabilitation center

Jensen,

Mikkelsen

2024

J Org Design

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Self-management has been explored in research for more than half a century and is said to be linked to several positive effects ranging from a more egalitarian and democratic structure to enhanced productivity, improved quality of work and greater adaptability. More recently, the self-managing organization (SMO) has emerged as a novel organizational structure that departs from managerial hierarchy through radical decentralization. However, only a few empirical scientific studies have explored how radically decentralized structures of SMOs create new dynamics for organizations and the people in them. In this paper, we present the case of a public sector addiction rehabilitation center that had developed into an SMO through radical decentralization of managerial authority to staff. We use narrative theory as an enriching theoretical perspective to examine critically staff and managers’ subjective experiences of working in the SMO, finding that work was experienced as not only positive and challenging but also impossible. While positive experiences included increased collective responsibility, well-being, and efficiency within teams, conflict and disidentification emerged between teams, challenging the decentralized structure and, in some instances, making work within that context impossible. By drawing on these findings, we extend our understanding of SMOs.

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Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams

Cited by 4 publications

References 14 publications

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Selvledende organisationer i den offentlige sektor: Modsætninger og konflikter i radikal decentralisering

Positive, challenging, or impossible self-managing organizations? Exploring radical decentralization at an addiction rehabilitation center

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