Exploring the relationship between multiple team membership and team performance: The role of social networks and collaborative technology

Does framing an assignment as involving one or multiple components influence subjective experiences of attentional engagement?

Across two studies, we explored whether framing an assignment as involving either multitasking or single-tasking (Srna et al. Psychol Sci 29(12):1942-1955, 2018) leads to differences in both subjective ratings of attentional engagement (i.e., depth of concentration and attentional control) and performance during the assignment. In Experiment 1, we manipulated task framing in the context of an assignment in which participants (N_collected = 238) simultaneously completed a word-search and an anagram task (Srna et al. Psychol Sci 29(12):1942-1955, 2018). While we replicated prior findings that participants who receive multitasking instructions perform better than those who receive single-tasking instructions, we did not find any influence of task framing on participants' subjective evaluations of their attentional engagement. Exploratory analyses, however, revealed that regardless of group assignment, those who believed they were multitasking reported greater levels of attentional engagement than those who believed they were single-tasking. In Experiment 2 (N_collected = 238), task framing was varied in the context of the 2-back task (Kirchner J Exp Psychol 55(4): 352, 1958). Unexpectedly, we found that, relative to participants who received single-tasking instructions, those who received multitasking instructions reported exerting less attentional control over their thoughts and showed a greater number of incorrect responses to non-target trials on the 2-back. Taken together, the results do not support a straightforward conclusion regarding the influence of task framing on either subjective reports of attentional engagement or task performance. Nevertheless, they provide insight into our understanding of the role of task framing in contexts ranging from commonly performed real-world tasks to typical laboratory tasks.

Multiple teams, multiple projects, multiple groups at the intersection of (multiple) research fields: A bibliometric study

Multi-teaming is a concept studied across a variety of disciplines. While using a bibliometric approach on 255 research papers extracted from Web of Science, we aimed to depict the architecture of the multi-teaming concept across academic disciplines and time. Results of citation, co-citation and bibliographic coupling analyses identified four major fields looking at the concept of multi-teaming. The fields emerged over time from fragmentation to integration and acknowledging similarities. We identify gaps and propose (multi)-disciplinary research ideas that can benefit the field of multi-teaming.

Making sense of teamwork in mobile hybrid teams: a lexical analysis

Purpose

This study aims to investigate the ways mobile hybrid team members make sense of their teamwork.

Design/methodology/approach

Using surveys, this study examined 579 US-based mobile hybrid team members as they discussed their professional team activities. Leximancer software determined, through frequency and co-occurrence analysis of survey-resulting unstructured data sets, the themes mobile hybrid team members use to make sense of their teamwork.

Findings

Participants included the concepts Team, Technology, Communication, Context and Time relative to 25 specific content themes within their talk about teamwork. While thematic clusters such as Team and Communication were densely packed, Technology and Time co-occurred more widely in support of other content themes within the mobile hybrid team member data set. This suggests mobile technologies pervade mobile hybrid team members’ sensemaking about their work.

Originality/value

A first of its kind inquiry into how mobile hybrid team members make sense of work and performance within their teams, this study highlights the need to explore further how mobile hybrid team members frame and enact technological processes as integral to their organizational work and team outcomes.

Multiple Team Membership, Performance, and Confidence in Estimation Tasks

Multiple team membership (MTM) is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual (G-I) transfer of learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM.

Theory and Technology in Organizational Psychology: A Review of Technology Integration Paradigms and Their Effects on the Validity of Theory

Despite the centrality of technology to understanding how humans in organizations think, feel, and behave, researchers in organizational psychology and organizational behavior even now often avoid theorizing about it. In our review, we identify four major paradigmatic approaches in theoretical approaches to technology, which typically occur in sequence: technology-as-context, technology-as-causal, technology-as-instrumental, and technology-as-designed. Each paradigm describes a typically implicit philosophical orientation toward technology as demonstrated through choices about theory development and research design. Of these approaches, one is unnecessarily limited and two are harmful oversimplifications that we contend have systematically weakened the quality of theory across our discipline. As such, we argue that to avoid creating impractical and even inaccurate theory, researchers must explicitly model technology design. To facilitate this shift, we define technology, present our paradigmatic framework, explain the framework's importance, and provide recommendations across five key domains: personnel selection, training and development, performance management and motivation, groups and teams, and leadership.

Multiple Team Membership: An Integrative Review

With many employees operating in a multiteam environment, multiple team membership (MTM) has become a critical topic across a number of disciplines. Although MTM research is often regarded as being in its beginning stages, there has been a recent uptick of research. An integration of the literature at this phase allows scholars to see the most pressing challenges and begin to identify general insights to move research forward effectively. Accordingly, this review contributes to the literature through drawing meaningful connections regarding MTM between disciplines and providing nascent opportunities for future research. The final review includes 44 articles that directly examine MTM. These articles are supplemented by the project and management literatures to elaborate upon the theoretical bases and findings of these articles.

The architecture of network collective intelligence: correlations between social network structure, spatial layout and prestige outcomes in an office

A social network represents interactions and knowledge that transcend the intelligence of any of its individual members. In this study, I examine the correlations between this network collective intelligence, spatial layout, and prestige or status outcomes at the individual and team levels in an organization. I propose that spatially influenced social cognition shapes which individuals become members of prestigious teams in organizations, and the prestige perception of teams by others in the organization. Prestige is a pathway to social rank, influence and upward mobility for individuals in organizations. For groups, perceived prestige of work teams is related to how team members identify with the group and with their collaborative behaviours. Prestige enhances a team's survivability and its access to resources. At the individual level, I ran two-stage Heckman sample selection models to examine the correlation between social network position and the number of prestigious projects a person is a member of, contingent on the association between physical space and social ties and networks. At the team level, I used linear regressions to examine the relationship among network structure, spatial proximity and the perceived prestige or innovativeness of a project team. In line with my hypotheses, for individuals there is a significant correlation between physical space and social networks, and contingent on that, between social network positions and the number of prestigious projects that a person is a member of. Also in accordance with my hypotheses, for teams there is a significant correlation between network structure and spatial proximity, and perceived prestige. While cross-sectional, the study findings illustrate the importance of considering the spatial domain in examinations of how network collective intelligence is related to organizational outcomes at the individual and team levels.This article is part of the theme issue 'Interdisciplinary approaches for uncovering the impacts of architecture on collective behaviour'.

The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work

Many employees in modern, knowledge-based organizations are concurrently involved in more than one team at the same time. This study investigated whether a within-person change in such individual multiple team membership (MTM) may precede and may be predicted by changes in an employee's overall job performance. We examined this reciprocal relationship using longitudinal archival data from a large knowledge-intensive organization, comprising 1,875 employees and spanning 5 consecutive years. A latent change score model demonstrated that an increase in an employee's MTM was associated with a subsequent decrease in his or her overall job performance evaluations. By contrast, an increase in job performance was associated with a subsequent increase in an employee's MTM. Moreover, our results indicated that although an increase in an individual employee's MTM initially decreases his or her job performance, in the long run, this increase in MTM was associated with higher job performance. Together, these results suggest a dynamic association between an individual employee's MTM and his or her overall job performance, such that these variables are mutually connected in a highly complex manner over time.

A Member Selection Model of Collaboration New Product Development Teams Considering Knowledge and Collaboration

Member selection to form an effective collaboration new product development (Co-NPD) team is crucial for a successful NPD. Existing researches on member selection mostly focus on the individual attributes of candidates. However, under the background of collaboration, knowledge complementarity and collaboration performance among candidates are important but overlooked. In this paper, we propose a multi-objective optimization model for member selection of a Co-NPD team, considering comprehensively the individual knowledge competence, knowledge complementarity, and collaboration performance. Then, to solve the model, an improved adaptive genetic algorithm (IAGA) is developed. Finally, a real case is provided to illustrate the application of the model, and the IAGA is implemented to select the desired team members for optimal team composition. Additionally, the standard generic algorithm and particle swarm optimization are used to compare with the IAGA to further verify the effectiveness of the IAGA.