Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. Barrett, Betsy Merck
{"title":"社会技术系统设计:创新中虚拟团队的协调","authors":"Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. Barrett, Betsy Merck","doi":"10.1108/TPM-12-2015-0060","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThis paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nThis study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. \n \n \n \n \nFindings \n \n \n \n \nThe study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. \n \n \n \n \nResearch limitations/implications \n \n \n \n \nThe key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. \n \n \n \n \nPractical implications \n \n \n \n \nThe findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory. \n \n \n \n \nOriginality/value \n \n \n \n \nThis research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2015-0060","citationCount":"15","resultStr":"{\"title\":\"Sociotechnical systems design: coordination of virtual teamwork in innovation\",\"authors\":\"Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. 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The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nThe study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. \\n \\n \\n \\n \\nResearch limitations/implications \\n \\n \\n \\n \\nThe key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. \\n \\n \\n \\n \\nPractical implications \\n \\n \\n \\n \\nThe findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. 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Sociotechnical systems design: coordination of virtual teamwork in innovation
Purpose
This paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development.
Design/methodology/approach
This study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum.
Findings
The study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization.
Research limitations/implications
The key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts.
Practical implications
The findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory.
Originality/value
This research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.
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.