The DOI matches its Crossref record; 14 of the 14 references it cites were found in a registry or an index.
Structure and Learning in Self-Managed Teams: Why “Bureaucratic” Teams Can Be Better Learners
Abstract
This paper considers the effect of team structure on a team's engagement in learning and continuous improvement. We begin by noting the uncertain conceptual status of the structure concept in the small groups literature and propose a conceptualization of team structure that is grounded in the long tradition of work on formal structure in the sociology and organization theory literatures. We then consider the thesis that, at least in self-managed teams dealing with stable tasks, greater team structure—i.e., higher levels of specialization, formalization, and hierarchy—can promote learning by encouraging information sharing, reducing conflict frequency, and fostering a climate of psychological safety; that is, we examine a mediated model in which the effect of structure on learning and improvement in teams is mediated by psychological safety, information sharing, and conflict frequency. This model was largely supported in a study of self-managed production teams in a Fortune 100 high-technology firm, although the observed pattern of mediation was more complex than anticipated. Higher structure was also associated with actual productivity improvements in a subsample of these teams. The theory and results of this study advance our understanding of team learning and underscore the importance of team structure in research on team processes and performance.
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Cites
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.5.879 · Cited by 82,194
Preacher, K. J., & Hayes, A. F. (2008) · Behavior Research Methods · doi:10.3758/brm.40.3.879 · Cited by 34,117
Psychological Safety and Learning Behavior in Work Teams
Edmondson, A. (1999) · Administrative Science Quarterly · doi:10.2307/2666999 · Cited by 12,026
A comparison of methods to test mediation and other intervening variable effects
MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002) · Psychological Methods · doi:10.1037/1082-989x.7.1.83 · Cited by 9,406
Estimating within-group interrater reliability with and without response bias
James, L. R., Demaree, R. G., & Wolf, G. (1984) · Journal of Applied Psychology · doi:10.1037/0021-9010.69.1.85 · Cited by 4,774
A multimethod examination of the benefits and detriments of intragroup conflict
Jehn, K. A. (1995) · Administrative Science Quarterly · doi:10.2307/2393638 · Cited by 4,050
Differentiation and Integration in Complex Organizations
Lawrence, P. R., & Lorsch, J. W. (1967) · Administrative Science Quarterly · doi:10.2307/2391211 · Cited by 3,937 · cited 2×
“In fact, greater differentiation increases the need for the close coordination of differentiated parts, placing a premium on frequent and mindful information exchange (Adler 1992, Lawrence and Lorsch 1967).”
BackgroundTHE DYNAMIC NATURE OF CONFLICT: A LONGITUDINAL STUDY OF INTRAGROUP CONFLICT AND GROUP PERFORMANCE.
Jehn, K. A., & Mannix, E. A. (2001) · Academy of Management Journal · doi:10.2307/3069453 · Cited by 2,487
Nembhard, I. M., & Edmondson, A. C. (2006) · Journal of Organizational Behavior · doi:10.1002/job.413 · Cited by 2,385 · cited 5×
“…studies makes it clear that hierarchical status does not automatically compromise psychological safety in teams but, rather, that it depends on how hierarchical status is leveraged and, specifically, on whether those with higher status adopt a participative approach (Nembhard and Edmondson 2006).”
BackgroundMethodInfluentialAccounting for the effects of accountability.
Lerner, J. S., & Tetlock, P. E. (1999) · Psychological Bulletin · doi:10.1037/0033-2909.125.2.255 · Cited by 2,383
Cited by
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct
Edmondson, A. C., & Lei, Z. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091305 · Cited by 2,577
Psychological safety: a systematic review of the literature
Newman, A., Donohue, R., & Eva, N. (2017) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.01.001 · Cited by 1,408
Psychological Safety: A Meta‐Analytic Review and Extension
Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017) · Personnel Psychology · doi:10.1111/peps.12183 · Cited by 1,231
Inclusive leadership: how leaders sustain or discourage work group inclusion
Shore, L. M., & Chung, B. G. (2022) · Group & Organization Management · doi:10.1177/1059601121999580 · Cited by 303
Miao, Q., Eva, N., Newman, A., & Cooper, B. (2019) · Journal of Small Business Management · doi:10.1111/jsbm.12465 · Cited by 131
Hao, Q., Zhang, B., Shi, Y., & Yang, Q. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.899142 · Cited by 37
Metadata
- Authors
- Bunderson, J. S., & Boumgarden, P.
- Venue
- Organization Science
- Published
- 2010-06
- Volume
- 21
- Issue
- 3
- Pages
- 609-624
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W2167896490
- Cited by
- 339
- References
- 14
- FWCI
- 10.53
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
