The authors examined how networks of teams integrate their efforts to succeed collectively. They proposed that integration processes used to align efforts among multiple teams are important predictors of multiteam performance. The authors used a multiteam system (MTS) simulation to assess how both cross-team and within-team processes relate to MTS performance over multiple performance episodes that differed in terms of required interdependence levels. They found that cross-team processes predicted MTS performance beyond that accounted for by within-team processes. Further, cross-team processes were more important for MTS effectiveness when there were high cross-team interdependence demands as compared with situations in which teams could work more independently. Results are discussed in terms of extending theory and applications from teams to multiteam systems.

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The global trend of increasing workplace age diversity has led to growing research attention to the organizational consequences of age-diverse workforces. Prior research has primarily focused on the statistical relationship between age diversity and organizational performance without empirically probing potential mechanisms underlying this relationship. Adopting an intellectual capital perspective, we posit that age diversity affects organizational performance via human and social capital. Furthermore, we examine workplace functional diversity and age-inclusive management as two contingent factors shaping the effects of age diversity on human and social capital. Our hypotheses were tested with a large manager-report workplace survey data from the Society for Human Resource Management (N = 3,888). Results indicate that age diversity was positively associated with organizational performance through the mediation of increased human and social capital. In addition, functional diversity and age-inclusive management amplified the positive effects of age diversity on human and social capital. Our research sheds light on how age-diverse workforces may create value through cultivating knowledge-based organizational resources (i.e., human and social capital).