An Organization Form for Dynamic and Complex Environments
Edited by Stephen J. Zaccaro, Michelle A. Marks, Leslie DeChurch
Routledge – 2012 – 605 pages
This book examines an emerging organizational form called the multi-team system (MTS). This type of aggregation is being increasingly adopted by organizations and agencies that need to respond to complex strategic problems. There has been increasing interest in MTSs over the last decade to the point where there is now a need to (a) describe these organizational forms more fully, (b) build conceptual frames that can guide research, and (c) begin developing tools to improve the study of MTSs. The purpose of this book is to respond to these needs. The book contains a series of chapters that expand prior conceptual frames of MTSs, defining in more detail the compositional and linkage attributes that characterize such units. The book also explores how such systems emerge and develop, as well as the methods for studying MTSs. The intent of the book is to establish and nurture a strong conceptual and methodological foundation that can guide research and practice with MTSs. Because the notion of MTSs cuts across multiple domains, this book will interest scholars in industrial/organizational psychology, organizational science, management and organizational theory, human factors, sociology, organization communications, and public administration.
"Organizations operate in turbulent, complex organizational environments, with new challenges seemingly appearing daily. The "Multiteam System" has emerged as an important new organizational form designed to meet such challenges. This book serves as a critical landmark in research on the Multiteam System phenomena. It clearly defines what Multiteam Systems are, summarizes what is known, and identifies areas in need of future research. This book is your one-stop shopping source; it contains everything you always wanted to know about Multiteam Systems but were afraid to ask. Leading scholars provide clear descriptions of what Multiteam Systems are, identify and review the key issues that dominate this area of research, and provide practical advice about how to actually study Multiteam Systems. Scholars interested in groups or teams, or new organizational forms more broadly, would be well advised to read this book. It is destined to become a seminal reference for anyone who is interested in this emerging organizational form." - Frederick P. Morgeson, Professor of Management and Valade Research Scholar, Michigan State University
"This volume is well developed. The sections have a distinct focus that together create a complete and organized package. MTS (multi-team systems) is an emerging area of scholarship within the more general topic of team effectiveness . There is growing interest in this area, and in that sense the book has a potential to spur scholarship in this area." - Steve Kozlowski, Editor, Journal of Applied Psychology, Michigan State University
"This book represents a quantum leap in our knowledge of multi-team systems (MTS) and their implications for organizational functioning. By deeply exploring both MTS internal processes and external dynamics, it lays the foundation for how researchers will think about and practitioners design MTS’s. A must-have book for anyone interested in 21st century organizations." - Laurie Weingart, Carnegie Bosch Professor of Organizational Behavior and Theory, Tepper School of Business, Carnegie Mellon University
"The world of teams is changing. A new era is upon us – the era of teams of teams. The era where teams are embedded in large, complex, evolving, dynamic and interwoven organizational systems. Indeed, multi-teams systems are the new frontier in work teams. And so, new knowledge is needed. A new science that informs practice is a must now. This book launches the science! Bravo! Steve, Michelle and Leslie with their contributors have assembled a gem of a volume. A must read for those in the science of team performance." - Eduardo Salas, Pegasus Professor, University of Central Florida
A.P. Brief, Series Foreword. S. Zaccaro, Preface. Part 1. Introduction. S. Zaccaro, M. Marks, L.A. DeChurch, Multiteam Systems: An Introduction. M. Marks, D. Luvison, Product Launch and Strategic Alliance Multiteam Systems. G. Goodwin, P.J.M.D. Essens, D.G. Smith, Multiteam Systems in the Public Sector. Part 2. Compositional Attributes. R. Kanfer, M. Kerry, Motivation in Multiteam Systems. S. Connaughton, E.A. Williams, M.L. Shuffler, Social Identity Issues in Multiteam Systems. M. Boyer O'Leary, A. Williams Woolley, M. Mortensen, Multiteam Membership in Relation to Multiteam Systems. J. Keyton, D.J. Ford, F.L. Smith, Communication, Collaboration, and Identification as Facilitators and Constraints of Multiteam Systems. Part 3. Linkages. M.S. Poole, N. Contractor, Conceptualizing the Multiteam System as an Ecosystem of Networked Groups. J.R. Rentsch, M.J. Staniewicz, Cognitive Similiarity Configurations in Multiteam Systems. S. Zaccaro, L.A. DeChurch, Leadership Forms and Function in Multiteam Systems. V.B. Hinsz, K.R. Betts, Conflict in Multiple Team Situations. R.B. Davison, J.R. Hollenbeck, Boundary Spanning in the Domain of Multiteam Systems. Part 4. Development. S. Uitdewilligen, M.J. Waller, Adaptation in Multiteam Systems: The Role of Temporal Semi-Structures. R.L. Standifer, The Emergence of Temporal Coordination within Multiteam Systems. Part 5. Methods and Conclusion. J.R. Aiken, P. Hanges, Research Methodology for Studying Dynamic Multiteam Systems: Application of Complexity Science. C. Coen, A. Schnackenberg, Complex Systems Methods for Studying Multiteam Systems. C. Resick, C.S. Burke, D. Doty, Multiteam Research in Laboratory Settings: A Look at the Technical and Practical Challenges. J. Mathieu, Reflections on the Multiteam Concept and Thoughts for the Future.
Stephen J. Zaccaro is a professor of psychology at George Mason University, Fairfax, Virginia. He is also an experienced leadership development consultant. He has written over 100 journal articles, book chapters, and technical reports on group dynamics, team performance, leadership, and work attitudes. He has authored a book titled, The Nature of Executive Leadership: A Conceptual and Empirical Analysis of Success (2001) and co-edited three other books, Occupational Stress and Organizational Effectiveness (1987), The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today's Leaders (2001), and Leader Development for Transforming Organizations (2004). He has also co-edited special issues of Leadership Quarterly (1991-1992) on individual differences and leadership, and a special issue for Group and Organization Management (2002) on the interface between leadership and team dynamics. He serves on the editorial board of The Leadership Quarterly, and he is an associate editor for Journal of Business and Psychology and Military Psychology. He is a Fellow of the American Psychological Association, Divisions 14 (Society for Industrial and Organizational Psychology ) and 19 (Military Psychology).
Michelle A. Marks is an associate professor of management in Mason’s School of Management. She earned her undergraduate degree from James Madison University and her MS and PhD in industrial/ organizational psychology from George Mason University. She also currently serves as Associate Provost for Graduate Education at George Mason University. Prior to her faculty appointment at George Mason, Dr. Marks was an assistant professor at Florida International University. She has authored and delivered more than 75 peer review journal articles and national conference research presentations. She studies leadership development and teamwork in organizations. In 2006, Dr. Marks won the George Mason University Teaching Excellence Award and in 2008 she won the Executive MBA Professor of the Year award. She teaches courses in leadership, organizational behavior, global business and change management in executive, MBA and undergraduate programs. Dr. Marks is a member of the Editorial Board of the Journal of Applied Psychology and a Board Member of the Interdisciplinary Network for Group Research.
Leslie A. DeChurch is an Assistant Professor of Organizational Psychology at the University of Central Florida. Dr. DeChurch's research interests include team and multiteam system effectiveness, leadership, and conflict and negotiations. Her research has appeared in the Journal of Applied Psychology, Leadership Quarterly, Journal of Applied Social Psychology, Small Group Research, Human Factors, Group Dynamics: Theory, Research, & Practice, and the International Journal of Conflict Management. Dr. DeChurch is a consulting editor at the Journal of Applied Psychology and the Journal of Business and Psychology; her research has been funded by the National Science Foundation and the Army Research Institute for the Social and Behavioral Sciences. Dr. DeChurch earned a BS (1996) in Environmental Science from the University of Miami, and MS (2000) and PhD (2002) degrees in Psychology from Florida International University.