Multiple Team Membership: An Integrative Review

Margolis, Jaclyn

doi:10.1177/1046496419883702

Cited by 43 publications

(42 citation statements)

References 106 publications

(258 reference statements)

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“…Theoretical implications Together, these findings make several important contributions to the literature on teams, MTM, and social capital in organizations. With many employees' work in modern organizations being distributed across multiple concurrent teams, a burgeoning literature has developed on the performance consequences of such individual MTM (Margolis, 2020). In this regard, a prominent assumption in the MTM literature is that social network mechanisms represent a key explanatory factor (Mortensen et al, 2007;O'Leary et al, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…Hence, despite burgeoning scholarly interest in MTM (Margolis, 2020), our conceptual understanding of this construct's consequences for an individual employee's overall job performance remains incomplete and ambiguous. It is unclear, in particular, (1) whether prevalent social network explanations indeed provide a viable account of individual MTM's performance implications and (2) whetheror when -MTM's beneficial versus detrimental consequences are most likely to prevail.…”

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confidence: 99%

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Multiple team membership and job performance: The role of employees’ information‐sharing networks

Brake

Walter

Rink

et al. 2020

J Occupat & Organ Psyc

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Individuals in contemporary work organizations are often involved in multiple teams at the same time. This study uses a social capital perspective to propose that employees’ multiple team memberships (MTM) offer the potential for individual performance benefits and detriments, depending on the characteristics of an employee’s information‐sharing network. To test our predictions, we gathered both archival and survey data at an organization for applied research in the Netherlands. We found that individual MTM was indirectly associated with an employee’s overall job performance by increasing the size of his or her information‐sharing network. As expected, however, this indirect relationship was contingent on the average strength of an employee’s network ties (i.e., the frequency of the respective interactions), such that MTM only improved overall performance when network ties were relatively weak. The indirect relationship between MTM and individual job performance was negative, by contrast, when an employee’s network ties were relatively strong. Together, these findings advance our understanding of the mechanisms and contingency factors that shape the performance consequences associated with individuals’ concurrent membership in multiple teams. Practitioner points An employee’s membership in multiple teams at the same time increases the size of his or her information‐sharing network within the organization. The performance consequences associated with this increased information‐sharing network hinge on the characteristics of an employee’s information‐sharing network. If the respective information‐sharing linkages are based on relatively infrequent interactions with colleagues, an employee’s multiple team membership indirectly benefits his or her overall job performance. If the respective information‐sharing linkages are based on relatively frequent and intense interactions with colleagues, however, an employee’s multiple team membership indirectly diminishes his or her overall job performance.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

Multiple team membership and job performance: The role of employees’ information‐sharing networks

Brake

Walter

Rink

et al. 2020

J Occupat & Organ Psyc

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“…In asking participants for their opinions, whether by survey or interview, the individual in fact represents multiple teams of interest. Team members may be uncertain about their membership in any given team, or may disagree with others about what constitutes team membership ( Margolis, 2020 ). This leads to a number of problems.…”

Section: Teams In Small Organizations: Methodological Considerations mentioning

confidence: 99%

Teams in Small Organizations: Conceptual, Methodological, and Practical Considerations

2021

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Research on teams and teamwork has flourished in the last few decades. Much of what we know about teams and teamwork comes from research using short-term student teams in the lab, teams in larger organizations, and, more recently, teams in rather unique and extreme environments. The context in which teams operate influences team composition, processes, and effectiveness. Small organizations are an understudied and often overlooked context that presents a rich opportunity to augment our understanding of teams and team dynamics. In this paper, we discuss how teams and multi-team systems in small organizations may differ from those found in larger organizations. Many of these differences present both methodological and practical challenges to studying team composition and processes in small complex organizational settings. We advocate for applying and accepting new and less widely used methodological approaches to advance our understanding of the science of teams and teamwork in such contexts.

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“…Multiple team membership (MTM) was defined as the simultaneous allocation of individuals (i.e., employees, students, etc.) across different teams and tasks (O'Leary et al, 2011) or as a form of membership interdependence across different teams (Margolis, 2020). For individual members, being part of one team or being part of multiple teams generates a social learning context through the unfolding interpersonal interactions.…”

Section: Introductionmentioning

confidence: 99%

“…MTM was predicated to have both positive and negative effects on individual performance and well-being (O'Leary et al, 2011;Pluut et al, 2014;Rapp and Mathieu, 2019;Berger et al, 2021;Chen et al, 2021) and during the last decade, a growing number of empirical studies have examined the benefits and detriments of MTM (Margolis, 2020). The role enrichment associated with simultaneously working in different team contexts is among the most notable individual benefits of MTM.…”

Section: Introductionmentioning

confidence: 99%

Multiple Team Membership, Performance, and Confidence in Estimation Tasks

2021

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Multiple team membership (MTM) is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual (G-I) transfer of learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM.

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Multiple Team Membership: An Integrative Review

Cited by 43 publications

References 106 publications

Multiple team membership and job performance: The role of employees’ information‐sharing networks

Multiple team membership and job performance: The role of employees’ information‐sharing networks

Teams in Small Organizations: Conceptual, Methodological, and Practical Considerations

Multiple Team Membership, Performance, and Confidence in Estimation Tasks

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