The Double-Edged Sword of Leadership Task Transitions in Emergency Response Multiteam Systems

Luciano, Margaret M.; Fenters, Virgil; Park, Semin; Bartels, Amy L.; Tannenbaum, Scott I.

doi:10.5465/amj.2019.0707

Cited by 13 publications

(8 citation statements)

References 59 publications

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“…We studied the emergency production management of the Zhejiang Huisong Pharmaceutical Co., Ltd., China (Huisong hereafter), during the peak COVID-19 period from February to March 2020. Referring to the theoretical sampling method of Luciano et al (2021) , we believe that the above case is suitable for our study because (a) The MTS response to emergency production tasks during the COVID-19 is extensive, consisting of several teams working toward a common superior goal (i.e., production safety), but with unique sub-goals at the individual and team levels; (b) MTS operating in a crisis (during the severity of the COVID-19 pandemic); and (c) The structure of MTS is liquid at different times of crisis.…”

Section: Methodsmentioning

confidence: 99%

“…Over the years, crises such as Hurricanes Katrina and Sandy, the COVID-19 pandemic, and the recent Tonga volcanic eruption and ensuing tsunami have caused several million deaths and billions in damage. The scale of emergency crisis management, involving hundreds of staff and extensive technical requirements, is too large to manage as a single “team.” Two or more interdependent teams (departments) work to achieve team and system goals, as multiteam systems (MTSs) can respond effectively to such crises ( Luciano et al, 2021 ). Such as the crash required MTS enforcement, i.e., medical teams, police, gendarmerie, firefighters, and emergency dispatch.…”

Section: Introductionmentioning

confidence: 99%

“…The scale of emergency crisis management, involving hundreds of staff and extensive technical requirements, is too large to manage as a single "team." Two or more interdependent teams (departments) work to achieve team and system goals, as 10.3389/fpsyg.2022.957531 multiteam systems (MTSs) can respond effectively to such crises (Luciano et al, 2021). Such as the crash required MTS enforcement, i.e., medical teams, police, gendarmerie, firefighters, and emergency dispatch.…”

Section: Introductionmentioning

confidence: 99%

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The dynamics of coordination patterns in multiteam systems response to emergency: Case study from a pharmaceutical enterprise

et al. 2022

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Effective coordination of multiteam systems (MTSs) can help enterprises respond quickly to complex and uncertain problems under disasters. However, it is unclear how MTS coordination patterns dynamically affect MTS performance in disasters. This study examined how MTSs responded to an emergency production incident at the Zhejiang Huisong Pharmaceutical Company in China during the COVID-19 pandemic through a qualitative and quantitative study. Based on social network theory, we found that a centralized coordination pattern impacts MTS performance by giving play to the leadership team’s network centrality position advantage during the crisis outbreak period. In the post-crisis period, the decentralized coordination pattern impacts MTS performance by giving play to the advantages of horizontal coordination. Our results help managers to consider the dynamics of coordination patterns in crisis management in ways that assist them in adapting an effective coordination pattern to changing and uncertain operational conditions.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The dynamics of coordination patterns in multiteam systems response to emergency: Case study from a pharmaceutical enterprise

et al. 2022

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“…What we know about identity in MTSs, however, may not perfectly inform the context of MTSs pursuing creative goals. Most MTS studies have analyzed settings where end goals require “coordination and memory-based reasoning under time pressure” (Firth et al, 2015, p. 819) command and control firefighting (Cuijpers et al, 2016), air combat (DeChurch & Mathieu, 2009; Firth et al, 2015), response to a disaster (Luciano et al, 2021; Waring et al, 2018). In all of these contexts, although the requirements to meet system goals may be unknown (Luciano et al, 2018), the end goals themselves are perfectly defined.…”

Section: Communication and Social Identification: Linear Effectsmentioning

confidence: 99%

Bridging the boundary without sinking the team: Communication, identification, and creativity in multiteam systems.

Asencio¹,

Chollet²,

DeChurch³

et al. 2023

Group Dynamics: Theory, Research, and Practice

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We investigate the effects of communication networks focused inside and outside the team on both team and multiteam systems (MTSs) identification and the effect of team and MTS identification on MTS creativity. Method: We use a sample of 334 individuals working in 128 project teams embedded in 32 MTSs. Participants took part in an 8-week project (M age = 21; 53% females) that linked courses in Environmental Ecology, Social Psychology, and Innovation Management in two U.S.-based universities and France-based university. Psychometric measures include communication networks and team and MTS identification. Subject Matter Experts (SMEs) rated creativity of the final deliverable. Results: We find that between-team communication benefits MTS identification (β = .55, p < .001), but exhibits a negative curvilinear effect on team identification (β = −.31, p = .014). Within-team communication benefits team identification (β = .43, p = .003) without harming MTS identification (β = .11, p = .444). Additionally, we find a crossed interaction effect in predicting MTS creativity (β = .39, p = .006). MTSs with component teams that identified strongly with the team and system produced novel and useful ideas, but MTSs with low dual identification also demonstrated strong creativity. Conclusion: The emergence of social identification can result from the bottom-up influence of interpersonal interaction among group members. Additionally, the development of relationships between teams affects how the team develops internally. Finally, findings paint a complex picture of the identification-creativity relationship. Highlights and Implications• The density of communication networks within teams was positively related to team identification, and the density of communication networks within teams was positively related to multiteam systems (MTSs) identification. This suggests that dyadic relations can build collective identification from the bottom up.• Within-team communication does not affect identification with the MTS, but between-team communication ties had a negative curvilinear relationship with This document is copyrighted by the American Psychological Association or one of its allied publishers.This article is intended solely for the personal use of the individual user and is not to be disseminated broadly.

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“…We define temporary IOCs as multi-party collaborative systems that have a perceived temporary duration (Bakker et al, 2016; Mathieu et al, 2018; Sydow &Windeler, 2020). Understanding the processes and leadership activities associated with effective temporary IOCs has begun to shed light on ways to leverage such collaborative forms employed in adverse and tumult-laden conditions (Luciano et al, 2021; Williams et al, 2017). Opportunities remain to explore temporary organizing, particularly for leaders, as conditions require leaders manage their “home” or permanent organization while its members also operate within a temporary IOC system.…”

Section: Introductionmentioning

confidence: 99%

Temporal Adaptive Capacity: A Competency for Leading Organizations in Temporary Interorganizational Collaborations

Beck

Solansky

Davis

et al. 2022

Group & Organization Management

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Temporal tensions abound for those involved in temporary interorganizational collaborations (IOCs). Participating members must navigate working within their home organization and the temporary IOC simultaneously. These tensions undermine efforts toward two important outcomes in temporary organizing contexts: temporal synchronization and ambitemporality. To be effective, leaders need a keen awareness of the temporal tensions present and an ability to manage these tensions through the enactment of additional temporal tensions. We identify temporal adaptive capacity (TAC) as a crucial competency needed by leaders to effectively manage the multi-level temporal tensions present when participating in temporary IOCs. Finally, we offer practical implications and a research agenda through the introduction of propositions related to TAC.

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The Double-Edged Sword of Leadership Task Transitions in Emergency Response Multiteam Systems

Cited by 13 publications

References 59 publications

The dynamics of coordination patterns in multiteam systems response to emergency: Case study from a pharmaceutical enterprise

The dynamics of coordination patterns in multiteam systems response to emergency: Case study from a pharmaceutical enterprise

Bridging the boundary without sinking the team: Communication, identification, and creativity in multiteam systems.

Temporal Adaptive Capacity: A Competency for Leading Organizations in Temporary Interorganizational Collaborations

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