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121
Technology Adaptation: The Case Of A Computer-Supported Inter-Organizational Virtual Team
, 2000
"... The adaptation process for new technology is not yet well understood. This study analyzes how an inter-organizational virtual team, tasked with creating a highly innovative product over a 10 month period, adapted the use of a collaborative technology and successfully achieved its challenging objecti ..."
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Cited by 190 (7 self)
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The adaptation process for new technology is not yet well understood. This study analyzes how an inter-organizational virtual team, tasked with creating a highly innovative product over a 10 month period, adapted the use of a collaborative technology and successfully achieved its challenging objectives. The study of such a virtual team is especially useful for extending our understanding of the adaptation process as virtual teamshavemoremalleable structures than typical organizational units and controlled group experiments. Data were obtained from observations of weekly virtual meetings, electronic log files, interviews, and weekly questionnaires administered to team members. We found that the team initially experienced significant misalignments among the pre-existing organizational environment, group, and technology structures. To resolve these misalignments, the team modified the organizational environment and group structures, leaving the technology structure intact. However, as the team proceeded, a series of events unfolded that caused the team to reevaluate and further modify its structures. This final set of modifications involved reverting back to the pre-existing organizational environment, while new technology and group structures emerged as different from both the pre-existing and the initial ones. A new model of the adaptation process---one that integrates these findings and those of several previous models---is proposed.
GEMUENDEN Teamwork Quality and the Success of Innovative Projects 448 ORGANIZATION SCIENCE/Vol
- July–August 2001
, 1990
"... An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that “good teamwork ” increases the success of in-novative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related ..."
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Cited by 133 (2 self)
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An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that “good teamwork ” increases the success of in-novative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related to the success of innovative projects? How strong is the relation-ship between teamwork and various measures of project success such as performance or team member satisfaction? This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ). The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team mem-bers, team leaders, and managers of 145 German software teams. The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team-external managers. However, the mag-nitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members. Furthermore, TWQ shows a strong association with team members ’ personal success (i.e., work satisfaction and learning). (Teamwork; Innovation; Software Development) The importance of teams to the success of innovation pro-cesses is well documented in the theoretical literature. Popular approaches to new product development (Johne
Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future
- Journal of Management
, 2008
"... The online version of this article can be found at: ..."
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Cited by 113 (7 self)
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The online version of this article can be found at:
The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction.
- Academy of Management Journal
, 2004
"... We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments ..."
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Cited by 100 (3 self)
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We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performanceprocess improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently. Advances in communication and information technology have created new opportunities for organizations to build and manage virtual teams. Virtual teams are defined as groups of employees with unique skills, situated in distant locations, whose members must collaborate using technology across space and time to accomplish important organizational tasks Previous research has shown that various team types (for instance, project, management, parallel, and work) have different performance drivers
Group social capital and group effectiveness: the role of informal socializing ties
- Academy of Management Journal
, 2004
"... This study introduces the concept of group social capital, which is the configuration of group members ’ social relationships within a group and in the social structure of a broader organization, and tests the proposition that group effectiveness is maximized via optimal configurations of different ..."
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Cited by 82 (0 self)
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This study introduces the concept of group social capital, which is the configuration of group members ’ social relationships within a group and in the social structure of a broader organization, and tests the proposition that group effectiveness is maximized via optimal configurations of different conduits for such capital. These conduits include intragroup closure relationships and bridging relationships that span vertical and horizontal intergroup boundaries. Results from our 60-team field study of infor-mal socializing ties provide empirical support. As the business environment has become more complex and uncertain, organizations have re-sponded by increasingly using groups as their fun-damental unit of organizational structure in an ef-fort to decentralize decision making and respond more flexibly to their environments (Manz & Sims, 1993; Mohrman, Cohen, & Mohrman, 1995). Groups have been granted greater autonomy within
Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors
- Group Dynamics, Theory, Research, and Practice
, 2002
"... This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce ..."
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Cited by 80 (5 self)
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This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximately 6 months after the assessment of leadership and was also measured from the viewpoints of managers, internal customers, and team members. Using multiple regression, the authors found both vertical and shared leadership to be significantly related to team effectiveness ( p .05), although shared leadership appears to be a more useful predictor of team effectiveness than vertical leadership. The increasing use of empowered teams and concomitant flattening of organizational struc-tures (Mohrman, Cohen, & Mohrman, 1995) brings into question the more traditional models of leadership. What kind of leadership is more
Towards a political conception of corporate responsibility: Business and society seen from a Habermasian perspective
- Academy of Management Review
, 2007
"... We review two important schools within business and society research, which we label positivist and post-positivist corporate social responsibility (CSR). The former is criticized because of its instrumentalism and normative vacuity, and the latter is suspected of either relativism, foundationalism, ..."
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Cited by 62 (4 self)
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We review two important schools within business and society research, which we label positivist and post-positivist corporate social responsibility (CSR). The former is criticized because of its instrumentalism and normative vacuity, and the latter is suspected of either relativism, foundationalism, or utopianism. We propose a new approach, based on the recent contributions of Jürgen Habermas to political philosophy, and define the new role of the business firm as a political actor in a globalizing society.
A multilevel model of group social capital
- Academy of Management Review
, 2006
"... We introduce the concept of group social capital—the set of resources made available to a group through members ’ social relationships within the social structure of the group and in the broader formal and informal structure of the organization. We argue that greater group social capital resources l ..."
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Cited by 47 (0 self)
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We introduce the concept of group social capital—the set of resources made available to a group through members ’ social relationships within the social structure of the group and in the broader formal and informal structure of the organization. We argue that greater group social capital resources lead to greater group effectiveness and that there are many different conduits through which group social capital resources flow. We present a multilevel, multidimensional model arguing that an optimal balance of all these conduits maximizes group social capital resources and group effectiveness. Business organizations are increasingly using groups as their fundamental unit of organiza-tional structure in order to respond more flexibly and quickly to rapidly changing environments (Manz & Sims, 1993; Mohrman, Cohen & Mohr-man, 1995). Groups can be more responsive in large part because of the recurrent pattern of dynamic relationships among people within and outside the group (Sherif, 1967). This makes understanding the relationship between these intragroup and intergroup social relationships and group effectiveness increasingly important. Groups are inherently multilevel: simulta-neously they are the foci of social interactions among individual actors (Feld, 1981), they are potential breeding grounds for subgroup forma-tion (Festinger, Schachter, & Back, 1950; Weick, 1979), and they are embedded within a larger formal and informal organizational social struc-ture. We introduce the concept of group social capital as a way of examining resources made available to groups through social relationships within and outside groups while considering all of these levels simultaneously. Social capital—a set of resources that inheres in the structure of relations of individual actors
Leadership in teams: A functional approach to understanding leadership structures and processes.
- Journal of Management,
, 2009
"... As the use of teams has increased in organizations ..."
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Cited by 37 (0 self)
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As the use of teams has increased in organizations
E-Leadership: Implications For Theory, Research, and Practices’, The Leadership Quarterly 11(4): 615–68
, 2001
"... In this article we review literature to build a broad understanding of what constitutes e-leadership in organizations. We propose a framework based on Adaptive Structuration Theory that could be used to study how Advanced Information Technology could in¯uence and is in¯uenced by leadership. Accordin ..."
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Cited by 36 (1 self)
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In this article we review literature to build a broad understanding of what constitutes e-leadership in organizations. We propose a framework based on Adaptive Structuration Theory that could be used to study how Advanced Information Technology could in¯uence and is in¯uenced by leadership. According to our framework, the effects of Advanced Information Technology emerge from their interaction with organizational structures of which leadership is a part. Furthermore, organizational structures, including leadership, may themselves be transformed as a result of interactions with Advanced Information Technology. We use our Adaptive Structuration Theory± based framework to pool relevant results and suggestions from a diverse array of literature to provide recommendations for developing a research agenda on e-leadership. The global economy is undergoing a major transition that is fundamentally changing how organizations build new markets and relate to their stakeholders. At the center of this transformation is Advanced Information Technology (AIT), which is enabling completely new ways of working and creating value in both the physical world and the virtual world (Rayport & Sviokla, 1995). These changes require a signi®cant adaptation on the part of the leadership in organizations to the new emerging realities of the marketplace, while also continuing to evolve and remain productive in the ªold world orderº. Past leadership research has not focused on issues confronting the leadership in organizations where work is mediated by AIT.
