Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Abstract

Organizations need flexible and adaptable structures to thrive in an increasingly turbulent business environment. Self-managing team (SMT) structures have evolved as an optimal approach to increase flexibility and performance as evidenced by their documented proliferation in organizations. However, even with their broad organizational adoption, research shows inconsistencies concerning SMT’s potential to enhance performance. This review integrates prior empirical research on input factors that influence the successful implementation of high-performing SMTs. Using a prior team effectiveness framework as a lens, we conducted a systematic analysis of the literature to shed light into the variables at the individual, team, and organizational level that affect performance and successful implementation of SMT. The sample of studies resulted from an exhaustive search that included quantitative, qualitative, and mixed methods research. Last, we present gaps in the literature and propose future directions for research on SMTs.

A New Multiteam System (MTS) Effectiveness Model

“…In self-managed teams (SMT), Magpili and Pazos [22] identified a number of individual-, team-, and organization-level factors that led to SMT performance. Self-managed teams are similar in nature to collective and shared leadership designs, as in many team-based operations, and are especially relevant in organizations that have flattened their hierarchical structures [22].…”

“…In self-managed teams (SMT), Magpili and Pazos [22] identified a number of individual-, team-, and organization-level factors that led to SMT performance. Self-managed teams are similar in nature to collective and shared leadership designs, as in many team-based operations, and are especially relevant in organizations that have flattened their hierarchical structures [22]. An SMT is defined as "a group of individuals with diverse skills and knowledge with the collective autonomy and responsibility to plan, manage, and execute tasks interdependently to attain a common goal" [22] (p. 4).…”

“…Self-managed teams are similar in nature to collective and shared leadership designs, as in many team-based operations, and are especially relevant in organizations that have flattened their hierarchical structures [22]. An SMT is defined as "a group of individuals with diverse skills and knowledge with the collective autonomy and responsibility to plan, manage, and execute tasks interdependently to attain a common goal" [22] (p. 4). The factors that lead to SMT performance include individual-level variables (e.g., autonomy, leadership, self-management skills), team-level variables (e.g., external leadership, peer control, diversity), and organization-level variables (e.g., corporate culture, organizational structure, resources) [22].…”

“…This table identifies the components that are essential when developing training and/or evaluating the effectiveness of individual teams. Team composition [9,12,23] Orientation [6,22] Quality [12] Feedback [18,22] Cooperation [2,23,30] Resource coordination [9,12,18,22] Quantity [9,12] Satisfaction [3,5] Goal commitment [22,25,31] Timing [9,12,22,25,31] Time [9,12] Exceeds expectations [22] Checking-in [23] Response coordination [8] Task completion [6] Satisfaction of team members [8,12,22] Psychological safety [8,12,25,31] Motivation [18,22] Team member commitment [8,9,12,18,22] Trust [6,…”

“…Other team effectiveness models accounted for the different levels of analysis under the input, while acknowledging emergent states with the team processes. The inputs included individual-, team-, and organization-level factors with both the team processes and emergent states combined, and the outcomes last, with a feedback mechanism that returns to the inputs [22]. This team effectiveness framework is an extension of the I-P-O model, addressing multiple levels at the input stage while providing feedback mechanisms, highlighted as the IPOI framework.…”