Abstract
This research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (MTS) in which teams are embedded. We investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. In a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 MTS. We found that MTS comprising teams whose members widely practice self-management strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive.
Original language | English (US) |
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Pages (from-to) | 687-702 |
Number of pages | 16 |
Journal | Leadership Quarterly |
Volume | 21 |
Issue number | 5 |
DOIs | |
State | Published - Oct 2010 |
Keywords
- Empowered teams
- Multi-team systems
- Self-management
ASJC Scopus subject areas
- Business and International Management
- Sociology and Political Science
- Applied Psychology
- Organizational Behavior and Human Resource Management