Structural influences upon coordination and performance in multiteam systems |
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Institution: | 1. University of Western Australia, Business School, Australia;2. Department of Psychology, North Dakota State University, United States;3. University of Kansas, School of Business, United States;4. Department of Psychology, Rice University, United States;1. Management Department, Craig School of Business, California State University Fresno, 5245 North Backer Avenue M/S PB 7, Fresno, CA 93740-8001, United States;2. College of Management, Metropolitan State University, 1501 Hennepin Ave, Minneapolis, MN 55403-1897, United States |
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Abstract: | Building upon organizational design and boundary spanning and multilevel literatures, we propose a theoretical framework that extends previous work on the drivers of multiteam system (MTS) coordination and performance. Our proposal integrates aspects of functional process interdependence and different integration mechanisms used within MTSs to better elucidate how different coordination processes emerge. The framework exposes potential countervailing or confluent effects of coordination processes on performance and, thereby, reconciles seemingly incongruent findings regarding the effect of different approaches to coordination on MTSs performance. In addition, our framework helps managers consider the multilevel nature of MTS coordination processes in ways that assist them in selecting an approach to effectively address the coordination challenges inherent in these complex systems. |
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