{"title":"MTS在实践中的协调:提高MTS绩效的微观层面见解","authors":"Julia Wijnmaalen, H. Voordijk, B. Rietjens","doi":"10.1108/TPM-12-2016-0057","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThis paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nA military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes. \n \n \n \n \nFindings \n \n \n \n \nBased on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context. \n \n \n \n \nPractical implications \n \n \n \n \nThe research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination. \n \n \n \n \nOriginality/value \n \n \n \n \nThe abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2017-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0057","citationCount":"6","resultStr":"{\"title\":\"MTS coordination in practice: micro-level insights to increase MTS performance\",\"authors\":\"Julia Wijnmaalen, H. Voordijk, B. Rietjens\",\"doi\":\"10.1108/TPM-12-2016-0057\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nThis paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance. \\n \\n \\n \\n \\nDesign/methodology/approach \\n \\n \\n \\n \\nA military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nBased on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context. \\n \\n \\n \\n \\nPractical implications \\n \\n \\n \\n \\nThe research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nThe abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2017-11-14\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0057\",\"citationCount\":\"6\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/TPM-12-2016-0057\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-12-2016-0057","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
MTS coordination in practice: micro-level insights to increase MTS performance
Purpose
This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.
Design/methodology/approach
A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.
Findings
Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.
Practical implications
The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.
Originality/value
The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.