Suchergebnisse

Given the context in which teams work today, many teams are necessarily dynamic and permeable; that is, workers must be able to move quickly and easily in and out of teams, across team boundaries. We develop a model of team boundary permeability that incorporates the features of the team that give rise to boundary permeability, the outcomes experienced by teams with permeable boundaries, and moderators that serve to enhance the benefits and mitigate the liabilities of boundary permeability. In doing so, we extend theory on the fluid nature of teams. We conclude with implications for theory, directions for future research and implications for practice.

We extend research on team external environment by investigating whether lack of permanence, fluid membership, and environmental volatility influence the relationship between team external activities and team effectiveness. Teams engage in external activities with clients, audiences, funding sources, or other stakeholders who may receive the work of the team and/or who convey access to legitimacy and resources, and who may be outside of any organization team members represent. We seek to understand whether significant external activities reach a point of diminishing returns, arguing that the utility of such activity depends on the team external environment. Our study consisted of a quantitative analysis of 140 film-making teams rated by the teams and 5,000 film viewers. We found that the relationship between team external activities and effectiveness is nonmonotonic; a moderate amount of activity is associated with the highest level of effectiveness, but these effects are contingent upon the aforementioned environmental characteristics. Our findings extend current theory on team external environment and external activities and have practical implications for collaborators in dynamic environments hoping to optimize their effectiveness without compromising their vision.

We review, integrate, and extend existing research on the effects of governments on organization and management. The literature that addresses the ways in which governing ideology, government capability and corruption influence independent organizations' forms, strategies, and their participants' behavior is widely scattered literature in organization theory, strategy, organizational behavior, economics, sociology and political science. This integration suggests a number of new theoretical propositions, suggesting several avenues of potentially profitable empirical research addressing the neglected influence of government on corporate strategies of government capture, entrepreneurial behavior, organizational growth and size, innovation, and managerial and employee organizational behavior. We illustrate its usefulness with an application to the role of organizations in national wealth generation and dispersion.