August 2024
Academy of Management Proceedings
This page lists works of an author who doesn't have a ResearchGate profile or hasn't added the works to their profile yet. It is automatically generated from public (personal) data to further our legitimate goal of comprehensive and accurate scientific recordkeeping. If you are this author and want this page removed, please let us know.
August 2024
Academy of Management Proceedings
August 2024
·
4 Reads
Academy of Management Proceedings
November 2023
·
72 Reads
·
3 Citations
Journal of Management
Research suggests that teams can greatly enhance their performance through boundary management, which comprises activities that establish, maintain, and regulate linkages with the surrounding environment. However, such performance gains do not materialize equally in all instances, and some teams struggle to benefit from boundary management. Integrating insights from social network and team-level resource allocation theories, we develop a contingency framework that considers the internal organization of a team's boundary management (i.e., the carrier, target, and type of such activities) as a key moderating factor that accounts for the varying effects. To test this framework, we use a meta-analytic approach that synthesizes >30 years of empirical research (i.e., 85 primary studies covering 10,848 teams). Our results show a positive main effect of team boundary management on team performance. Crucially, these performance benefits are more pronounced when the target of boundary management is extraorganizational rather than inside the home organization and when the type of boundary management activities is boundary spanning (e.g., coordination, representation, or information search) rather than boundary strengthening (e.g., buffering, guarding, or sentry activities). Moreover, boundary management is more effective when executed by formal team leaders rather than team members, and our results tentatively suggest that this may reflect differences in effectiveness between leaders and members in boundary strengthening, rather than boundary spanning. Overall, our findings advance theory on team boundary management by clarifying previously ambiguous findings and illustrating how teams can design their boundary management activities to be most effective.
August 2023
·
9 Reads
Academy of Management Proceedings
July 2023
·
8 Reads
December 2022
·
106 Reads
·
12 Citations
Supply Chain Management An International Journal
Purpose Organizations increasingly rely on cross-functional teams to deal with supply chain (SC) disruptions. These teams may use their broad range of connections and expertise to gather or scout relevant information, enabling them to develop integrative countermeasures and increase their organization’s resilience. Despite their potential, cross-functional teams often struggle to attain information scouting’s prospective benefits for effectively resolving disruptions. By drawing from group information-processing theory, this study aims to explore when and how cross-functional teams can realize information scouting’s full potential for ensuring their organization’s resilience. Design/methodology/approach Multisource, multi-informant data were collected from 80 cross-functional teams exposed to SC disruptions in a realistic SC management simulation. Findings The results show that a cross-functional team’s ability to effectively use information scouting for ensuring its organization’s resilience is contingent upon the degree to which the team’s members share information and align decisions internally (i.e. internal integration). The findings further reveal that this moderating role of internal integration is strengthened when the cross-functional team faces a volatile environment in which multiple SC disruptions are likely to occur (i.e. higher SC vulnerability). Originality/value This study contributes by advancing a more complete perspective on how a cross-functional team may contribute to its organization’s resilience. Specifically, the present research reveals how the benefits of a cross-functional team’s information scouting for dealing with SC disruptions are critically dependent upon internal conditions within the team, as well as external conditions related to its organization’s overall SC (i.e. beyond individual dyadic relationships).
November 2021
·
120 Reads
·
3 Citations
Coping with stress has been primarily investigated as an individual-level phenomenon. In work settings, however, an individual’s exposure to demands is often shared with co-workers, and the process of dealing with these demands takes place in the interaction with them. Coping, therefore, may be conceptualized as a multilevel construct. This paper introduces the team coping concept and shows that including coping as a higher-level team property may help explain individual-level outcomes. Specifically, we investigated the effects of exposure to danger during deployment on burnout symptoms in military service members and examined to what extent this relationship was moderated by individual-level and team-level functional coping. We hypothesized that the relationship between individuals’ exposure to danger and burnout is contingent on both. In line with our predictions, we found that service members who were highly exposed to danger, and did not engage in much functional coping, suffered most from burnout symptoms, but only when their teammates did not engage in much functional coping either. When their teammates did engage in much functional coping, the effect of exposure to danger on burnout was buffered. Hence, team members’ coping efforts functioned as a resilience resource for these service members.
August 2021
·
67 Reads
·
11 Citations
Supply Chain Management An International Journal
Purpose Critical infrastructures (CIs) for essential services such as water supply and electricity delivery are notoriously vulnerable to disruptions. While extant literature offers important insights into the resilience of CIs following large-scale disasters, our understanding of CI resilience to the more typical disruptions that affect CIs on a day-to-day basis remains limited. The present study investigates how the interorganizational (supply) network that uses and manages the CI can mitigate the adverse consequences of day-to-day disruptions. Design/methodology/approach Longitudinal archival data on 277 day-to-day disruptions within the Dutch national railway CI were collected and analyzed using generalized estimating equations. Findings The empirical results largely support the study’s predictions that day-to-day disruptions have greater adverse effects if they co-occur or are relatively unprecedented. The findings further show that the involved interorganizational network can enhance CI resilience to these disruptions, in particular, by increasing the overall level of cross-boundary information exchange between organizations inside the network. Practical implications This study helps managers to make well-informed choices regarding the target and intensity of their cross-boundary information-exchange efforts when dealing with day-to-day disruptions affecting their CI. The findings illustrate the importance of targeting cross-boundary information exchange at the complete interorganizational network responsible for the CI and to increase the intensity of such efforts when CI disruptions co-occur and/or are unprecedented. Originality/value This study contributes to our academic understanding of how network-level processes (i.e. cross-boundary information exchange) can be managed to ensure interorganizational (supply) networks’ resilience to day-to-day disruptions in a CI context. Subsequent research may draw from the conceptual framework advanced in the present study for examining additional supply network-level processes that can influence the effectiveness of entire supply networks. As such, the present research may assist scholars to move beyond a simple dyadic context and toward examining complete supply networks
August 2021
·
6 Reads
Academy of Management Proceedings
August 2021
·
8 Reads
Academy of Management Proceedings
... To select articles, we adopted the multi-step approach (Di Stefano et al., 2010;Ghezzi et al., 2018) that is described in the PRISMA Flow Chart in Figure 1 (Leicht-Deobald et al., 2023;Rahman et al., 2024;Siddaway et al., 2019). ...
November 2023
Journal of Management
... Additionally, the flexibility in meeting initiation-whether by management, team leaders, or any team member-provided insights into the decisionmaking dynamics within these teams. Lastly, the frequency of meetings, whether regular or based on immediate needs, further demonstrated the teams' ability to coordinate effectively [66]. These criteria collectively provide a robust illustration of the cross-functionality characteristic in self-managing teams. ...
December 2022
Supply Chain Management An International Journal
... Additionally, Hypothesis 5 was confirmed, demonstrating the negative relationship between aggregated job social resources and burnout, controlling for the individual-level relationship between compassion and burnout. This finding highlights the multilevel dynamic at play, where team-level job social resources not only enhance personal resources like compassion but also play an important role in preventing negative outcomes like burnout (Kamphuis et al., 2021). ...
November 2021
... Business continuity planning ensures that organizations can maintain critical functions during disruptions [12]. This involves creating contingency plans, establishing backup systems, and conducting regular drills to prepare for various scenarios. ...
August 2021
Supply Chain Management An International Journal
... The need to consider relational overload separately (Cross, Rebele, & Grant, 2016;Reitzig, 2022) is consistent with work on dynamic teams (Hackman, 2002;Wageman, Gardner, & Mortensen, 2012) and multiteam systems (de Vries, van der Vegt, Bunderson, Walter, & Essens, 2022;Luciano, DeChurch, & Mathieu, 2018;Margolis, 2020;Zaccaro, Marks, & DeChurch, 2012), which highlights the challenges of teaming within fluid boundaries (Edmondson, 2012). What's more, research on information overload tends to assume the stimulus (whether a dot on a screen, as in psychological attention work, or a competitive threat, as in strategic attention work) is static for at least some period of time and has no behavioral response to the speed and quality of attention bestowed by the person. ...
March 2021
Organization Science
... [44] classify sleep scheduling algorithms into static, dynamic, and hybrid, evaluating their energy use, latency, and scalability. [45]- [46] also provide a comprehensive review of energy-efficient sleep scheduling techniques in WSNs. These methods aim to reduce energy consumption, increase network lifespan, and improve overall performance. ...
February 2021
Journal of Supply Chain Management
... On a practical level, organizations may influence the development of shared conceptual systems among their team members through a variety of means. These include processes that promote a broader understanding of the system within which a team's work resides, such as cross-training (Marks et al. 2002), personnel rotation (Kane et al. 2005), or facilitating employee membership across multiple teams within the organization (O'Leary et al. 2011, Firth et al. 2015, De Vries et al. 2016. ...
December 2017
IEEE Engineering Management Review
... Similarly, we also wonder whether the time pressure incongruence effect might be particularly amplified or dampened to achieve great creativity in teams operating in more dynamic environments than those we investigated. Such contexts may include virtual teams, multiteam systems, or teams that experience frequent membership changes, which are increasingly prevalent in contemporary organizations (De Vries et al., 2016;Lanaj et al., 2013). ...
October 2015
Academy of Management Journal
... The alternative pole relates to managers who could encourage informal and spontaneous coordination processes (labeled by the framework's authors as the "Emergence" polar principle). This informal coordination seems important in cross-disciplinary knowledge creation (Sargent, 2013), within the organization (Ben-Menahem et al., 2015) as well as among organizations (de Vries et al., 2014). ...
October 2014
Academy of Management Proceedings
... Methot et al., 2021), safety performance (e.g. Katz-Navon et al., 2005), teamwork (e.g. de Vries et al., 2014), and work-family conflicts (e.g. Harrison & Wagner, 2016). ...
October 2013
Academy of Management Journal