Governing highly performing lean team behaviors: A mixed-methods longitudinal study

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademicpeer-review

4 Citations (Scopus)

Abstract

Work teams go through multiple performance cycles; initially highly performing teams may experience a decline in subsequent performance and vice-versa. This inductive study focuses on team-behavioral and contextual predictors of high lean team performance. Rooted in both the IMOI model and reviewing of the extant empirical lean literature, we identify changes in lean team performance and behavior. Five carefully selected lean work-floor teams were studied over three-years, using objective performance data; questionnaires (n = 109); systematic participant- and video-observation; and retrospective interviews. We reveal that for sustainable lean team performance organizational governance matters; high team performance is shown to be prolonged not only by top leader’s visible, behavioral team support, but also by steering a clear strategic course and by financially investing in lean. Moreover, it is shown how these three governance factors enable team leaders to support their teams. Top- and team-leader support is found, in turn, to positively affect team behavior. Furthermore, a behavioral pattern is identified that consists of team members’: 1) task performance monitoring; 2) information sharing; 3) backing up of co-workers; and 4) engaging in process-innovation. The paper ends with three propositions for future hypotheses testing on the illustrated cascading effect.

Original languageEnglish
Title of host publication75th Annual Meeting of the Academy of Management, AOM 2015
PublisherAcademy of Management
Pages1318-1323
Number of pages6
DOIs
Publication statusPublished - 2015
Event75th Academy of Management Annual Meeting, AOM 2015 - Vancouver, Canada
Duration: 7 Aug 201511 Aug 2015
Conference number: 75

Conference

Conference75th Academy of Management Annual Meeting, AOM 2015
Abbreviated titleAOM
CountryCanada
CityVancouver
Period7/08/1511/08/15

Fingerprint

Innovation
Monitoring
Testing
Longitudinal study
Mixed methods
Team performance
Team leaders

Cite this

Van Dun, D. H., & Wilderom, C. P. M. (2015). Governing highly performing lean team behaviors: A mixed-methods longitudinal study. In 75th Annual Meeting of the Academy of Management, AOM 2015 (pp. 1318-1323). Academy of Management. https://doi.org/10.5465/AMBPP.2015.127
Van Dun, Desirée H. ; Wilderom, Celeste P.M. / Governing highly performing lean team behaviors : A mixed-methods longitudinal study. 75th Annual Meeting of the Academy of Management, AOM 2015. Academy of Management, 2015. pp. 1318-1323
@inproceedings{d8024a93874544889a5d982a1b1a4a7a,
title = "Governing highly performing lean team behaviors: A mixed-methods longitudinal study",
abstract = "Work teams go through multiple performance cycles; initially highly performing teams may experience a decline in subsequent performance and vice-versa. This inductive study focuses on team-behavioral and contextual predictors of high lean team performance. Rooted in both the IMOI model and reviewing of the extant empirical lean literature, we identify changes in lean team performance and behavior. Five carefully selected lean work-floor teams were studied over three-years, using objective performance data; questionnaires (n = 109); systematic participant- and video-observation; and retrospective interviews. We reveal that for sustainable lean team performance organizational governance matters; high team performance is shown to be prolonged not only by top leader’s visible, behavioral team support, but also by steering a clear strategic course and by financially investing in lean. Moreover, it is shown how these three governance factors enable team leaders to support their teams. Top- and team-leader support is found, in turn, to positively affect team behavior. Furthermore, a behavioral pattern is identified that consists of team members’: 1) task performance monitoring; 2) information sharing; 3) backing up of co-workers; and 4) engaging in process-innovation. The paper ends with three propositions for future hypotheses testing on the illustrated cascading effect.",
author = "{Van Dun}, {Desir{\'e}e H.} and Wilderom, {Celeste P.M.}",
year = "2015",
doi = "10.5465/AMBPP.2015.127",
language = "English",
pages = "1318--1323",
booktitle = "75th Annual Meeting of the Academy of Management, AOM 2015",
publisher = "Academy of Management",
address = "United States",

}

Van Dun, DH & Wilderom, CPM 2015, Governing highly performing lean team behaviors: A mixed-methods longitudinal study. in 75th Annual Meeting of the Academy of Management, AOM 2015. Academy of Management, pp. 1318-1323, 75th Academy of Management Annual Meeting, AOM 2015, Vancouver, Canada, 7/08/15. https://doi.org/10.5465/AMBPP.2015.127

Governing highly performing lean team behaviors : A mixed-methods longitudinal study. / Van Dun, Desirée H.; Wilderom, Celeste P.M.

75th Annual Meeting of the Academy of Management, AOM 2015. Academy of Management, 2015. p. 1318-1323.

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademicpeer-review

TY - GEN

T1 - Governing highly performing lean team behaviors

T2 - A mixed-methods longitudinal study

AU - Van Dun, Desirée H.

AU - Wilderom, Celeste P.M.

PY - 2015

Y1 - 2015

N2 - Work teams go through multiple performance cycles; initially highly performing teams may experience a decline in subsequent performance and vice-versa. This inductive study focuses on team-behavioral and contextual predictors of high lean team performance. Rooted in both the IMOI model and reviewing of the extant empirical lean literature, we identify changes in lean team performance and behavior. Five carefully selected lean work-floor teams were studied over three-years, using objective performance data; questionnaires (n = 109); systematic participant- and video-observation; and retrospective interviews. We reveal that for sustainable lean team performance organizational governance matters; high team performance is shown to be prolonged not only by top leader’s visible, behavioral team support, but also by steering a clear strategic course and by financially investing in lean. Moreover, it is shown how these three governance factors enable team leaders to support their teams. Top- and team-leader support is found, in turn, to positively affect team behavior. Furthermore, a behavioral pattern is identified that consists of team members’: 1) task performance monitoring; 2) information sharing; 3) backing up of co-workers; and 4) engaging in process-innovation. The paper ends with three propositions for future hypotheses testing on the illustrated cascading effect.

AB - Work teams go through multiple performance cycles; initially highly performing teams may experience a decline in subsequent performance and vice-versa. This inductive study focuses on team-behavioral and contextual predictors of high lean team performance. Rooted in both the IMOI model and reviewing of the extant empirical lean literature, we identify changes in lean team performance and behavior. Five carefully selected lean work-floor teams were studied over three-years, using objective performance data; questionnaires (n = 109); systematic participant- and video-observation; and retrospective interviews. We reveal that for sustainable lean team performance organizational governance matters; high team performance is shown to be prolonged not only by top leader’s visible, behavioral team support, but also by steering a clear strategic course and by financially investing in lean. Moreover, it is shown how these three governance factors enable team leaders to support their teams. Top- and team-leader support is found, in turn, to positively affect team behavior. Furthermore, a behavioral pattern is identified that consists of team members’: 1) task performance monitoring; 2) information sharing; 3) backing up of co-workers; and 4) engaging in process-innovation. The paper ends with three propositions for future hypotheses testing on the illustrated cascading effect.

UR - http://www.scopus.com/inward/record.url?scp=84992115080&partnerID=8YFLogxK

U2 - 10.5465/AMBPP.2015.127

DO - 10.5465/AMBPP.2015.127

M3 - Conference contribution

SP - 1318

EP - 1323

BT - 75th Annual Meeting of the Academy of Management, AOM 2015

PB - Academy of Management

ER -

Van Dun DH, Wilderom CPM. Governing highly performing lean team behaviors: A mixed-methods longitudinal study. In 75th Annual Meeting of the Academy of Management, AOM 2015. Academy of Management. 2015. p. 1318-1323 https://doi.org/10.5465/AMBPP.2015.127