Coordinating Mechanisms for Multiteam Systems: A Case Study from the Petroleum Industry

Larsen, Sjur; Nystad, Espen; Taylor, Claire

doi:10.1108/s1534-085620140000016005

Cited by 10 publications

(13 citation statements)

References 5 publications

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“…Similarly, MTSs that are geographically dispersed may also be culturally diverse in nature, and require modalities such as videoconferencing or teleconferencing as part of their communication structure. Such MTSs may face different challenges than those MTSs that are able to meet in face-to-face environments to resolve differences that may arise due to cultural diversity (Larsen et al, 2014). These interactions among the different attributes of MTSs must therefore not be ignored, as how they work together—or against one another—to set up the foundation of the MTS structure and functioning can have important implications for subsequent MTS dynamics.…”

Section: Integration and Discussion Of Extant Mts Literaturementioning

confidence: 99%

“…Drawing from these markedly different numbers, the question emerges as to whether the size of an MTS influences outcomes, which may in fact be a double-edged sword. That is, while an MTS that is too small may not have the expertise required to successfully facilitate MTS goal achievement, MTSs that are very large face many more challenges in terms of coordinating and building shared mental models at both inter- and intra-team levels (Larsen, Nystad, & Taylor, 2014). Indeed, MTSs ideally are composed of the appropriate number of component teams and individual members based upon the needs or issues that drive the development of the MTS in the first place, such as an MTS responding to a car crash being comprised of appropriately staffed fire, police, and emergency medical technician component team members (Mathieu et al, 2001).…”

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

“…At this time, no quantitative research has been conducted linking MTSs’ temporal orientation to behaviors or outcomes, but we can infer from qualitative studies that, if not managed effectively, a disproportionate workload can negatively affect an MTS via increases in errors on teams experiencing high cognitive load (Misasi et al, 2014). Furthermore, Larsen and colleagues (2014) explained that temporal misalignment can occur when there is overlap of team membership. Also known as multiple team membership, having one member working on more than one component team can, at an individual level, increase the amount of effort required and even affect a component team’s performance due to overlapping work schedules or team members needing to prioritize their multiple tasks across teams.…”

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

“…This puts at the forefront of studies the importance of what information is relayed both within and across component teams of an MTS, and more importantly, the mediums used to communicate such information. Virtual tools can serve an array of functions such as promoting social connection (Larsen et al, 2014), sharing of information (DeCostanza et al, 2014), or the development of MTS processes. Although a large majority of the MTSs examined qualitatively utilized mixed methods ranging from face to face interaction to email correspondence, quantitative studies typically utilized only one of these modalities (e.g., C.…”

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

“…This, in turn, may shape the subsequent emergent states and processes of such systems, particularly in relation to the development of cognitive structures at the inter- and intra-team levels, creating different challenges. Indeed, emergent MTSs may have more difficulty establishing appropriate shared mental models, as the proper systems are not in place to provide the necessary communication mechanisms (Larsen et al, 2014).…”

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

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The Science of Multiteam Systems

Shuffler

Jimenez-Rodriguez

Kramer

2015

Small Group Research

113

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Given the complexities of today’s workplace, organizations and agencies are progressively turning toward interdependent systems comprised of teams, or multiteam systems (MTSs), to accomplish multifaceted tasks in challenging environments. Subsequently, MTSs have grown in popularity in group and team research, spanning a breath of disciplines (psychology, organizational behavior, human factors, communication, and medicine). In this review, our goal is to highlight the existing research across a range of disciplines regarding MTSs that serves to answer the question, “What do we know about MTSs?” while also developing a future research agenda aimed at answering the question, “Where does our research need to go to better understand MTSs?” We specifically highlight the current trends, dynamics, and methodological issues in MTSs to further build the foundation for improving MTS effectiveness.

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Section: Integration and Discussion Of Extant Mts Literaturementioning

confidence: 99%

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

Section: What Do We Know? Leveraging the Science Of Mtssmentioning

confidence: 99%

See 3 more Smart Citations

The Science of Multiteam Systems

Shuffler

Jimenez-Rodriguez

Kramer

2015

Small Group Research

113

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Multiteam systems as integrated networks for engaging ambidexterity as dynamic capabilities

Dean

2021

IJOTB

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PurposeThis inquiry aims to determine the features and mechanisms that specially enable a multiteam system (MTS) to develop ambidexterity that can deal effectively with rapid changes in dynamic environments. The MTS is an emerging organizational unit comprised of tightly integrated networks of teams that may originate from one or more firms. The inquiry also considered how an MTS can engage those features and mechanisms to maximize ambidexterity as dynamic capabilities for increased innovation and long-term adaptation under complex, volatile conditions.Design/methodology/approachThis conceptual inquiry integrates the emerging research on MTSs with theory and studies relating to ambidexterity and dynamic capabilities. This inquiry focuses on the attributes and linkages that specially characterize an MTS. It analyzes these to determine the key mechanisms and interactions enabling and engaging ambidexterity at MTS unit level.FindingsMTSs can engage powerful mechanisms for ambidexterity functioning as dynamic capabilities at meso-organizational level. The attributes and linkages that distinguish an MTS from other units enable it to deal effectively and efficiently with near-term task demands by simultaneously balancing the essential tasks of exploration and exploitation, and by being able to rapidly adapt by reconfiguring taskwork and reallocating resources as required for sustainable innovation and long-term success within a dynamic environment.Practical implicationsThis inquiry provides valuable insights for designing MTSs that are equipped with selected teams, flexible memberships, specialized skills and permeable interfaces. Autonomy for an MTS allows the unit to span internal and external organizational boundaries to gain access to new discoveries and to exchange information and material resources for increased innovation. Ambidexterity as dynamic capabilities facilitates exploitation of current resources by efficiently reconfiguring taskwork and reallocating materials for adaptation and competitive advantage.Originality/valueThis inquiry appears to represent the most integrative effort to examine the underexplored potential of MTSs for developing and engaging ambidexterity functioning as dynamic capabilities. The inquiry appears to be a first effort at articulating a concept of MTS ambidexterity distinct from organizational ambidexterity. The analysis synthesizes a systems model that guides organizational leaders and opens new opportunities for future research.

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MTS coordination in practice: micro-level insights to increase MTS performance

Wijnmaalen

Voordijk²,

Rietjens

2018

TPM

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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.

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Coordinating Mechanisms for Multiteam Systems: A Case Study from the Petroleum Industry

Cited by 10 publications

References 5 publications

The Science of Multiteam Systems

The Science of Multiteam Systems

Multiteam systems as integrated networks for engaging ambidexterity as dynamic capabilities

MTS coordination in practice: micro-level insights to increase MTS performance

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