MTS coordination in practice: Micro-level insights to increase MTS performance

Research output: Contribution to journalArticleAcademicpeer-review

2 Citations (Scopus)

Abstract

Purpose – This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.

Design/methodology/approach – A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.

Findings – Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.

Practical implications – The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.

Originality/value – The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.

Original languageEnglish
Pages (from-to)64-83
Number of pages20
JournalTeam performance management
Volume24
Issue number1/2
DOIs
Publication statusPublished - 2018

Fingerprint

Communication
Testing
Systems research
Intergroup
Research agenda
Shared mental model
Empirical study
Team building
Military
Design methodology

Keywords

  • UT-Hybrid-D
  • Communication
  • Intergroup behavior
  • Multiteam systems
  • Shared mental model
  • Trust
  • Case study research

Cite this

@article{98d467db76dd4eb390e5304ed70e402a,
title = "MTS coordination in practice: Micro-level insights to increase MTS performance",
abstract = "Purpose – This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.Design/methodology/approach – A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.Findings – Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.Practical implications – The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.Originality/value – The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.",
keywords = "UT-Hybrid-D, Communication, Intergroup behavior, Multiteam systems, Shared mental model, Trust, Case study research",
author = "Julia Wijnmaalen and Hans Voordijk and Bas Rietjens",
note = "Emerald deal",
year = "2018",
doi = "10.1108/TPM-12-2016-0057",
language = "English",
volume = "24",
pages = "64--83",
journal = "Team performance management",
issn = "1352-7592",
publisher = "Emerald Group Publishing Ltd.",
number = "1/2",

}

MTS coordination in practice : Micro-level insights to increase MTS performance. / Wijnmaalen, Julia; Voordijk, Hans; Rietjens, Bas.

In: Team performance management, Vol. 24, No. 1/2, 2018, p. 64-83.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - MTS coordination in practice

T2 - Micro-level insights to increase MTS performance

AU - Wijnmaalen, Julia

AU - Voordijk, Hans

AU - Rietjens, Bas

N1 - Emerald deal

PY - 2018

Y1 - 2018

N2 - Purpose – This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.Design/methodology/approach – A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.Findings – Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.Practical implications – The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.Originality/value – The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.

AB - Purpose – This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.Design/methodology/approach – A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.Findings – Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.Practical implications – The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.Originality/value – The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.

KW - UT-Hybrid-D

KW - Communication

KW - Intergroup behavior

KW - Multiteam systems

KW - Shared mental model

KW - Trust

KW - Case study research

UR - http://www.scopus.com/inward/record.url?scp=85033458001&partnerID=8YFLogxK

U2 - 10.1108/TPM-12-2016-0057

DO - 10.1108/TPM-12-2016-0057

M3 - Article

VL - 24

SP - 64

EP - 83

JO - Team performance management

JF - Team performance management

SN - 1352-7592

IS - 1/2

ER -