Outline

  • Abstract
  • Keywords
  • 1. Self-Managed Work Teams and Their Results
  • 2. Revisiting a Theoretical Foundation of Smwt Performance: Individual Self-Management
  • 2.1. Self-Leadership: Extending Traditional Views of Self-Management Strategies
  • 2.2. Collective Constructs Based on Individual Self-Management
  • 2.2.1. Team-Mean Ism
  • 2.2.2. Mts-Mean Ism
  • 2.3. Moderating Collective Ism Effects by Mts Intra-Team Cohesion
  • 2.3.1. Cohesion Within Self-Managing Teams
  • 2.3.2. Intra-Team Cohesion in Mts Collectives
  • 3. Method
  • 3.1. Semiconductor Multi-Team Systems
  • 3.2. Study Participants
  • 3.3. Measurement of Theoretical Constructs
  • 3.3.1. Individual Self-Management
  • 3.3.2. Team Cohesion
  • 3.3.3. Productivity Gain
  • 3.4. Data Aggregation
  • 3.5. Statistical Analyses
  • 4. Results
  • 5. Discussion
  • 5.1. Methodological Limitations
  • 5.2. Future Directions
  • Acknowledgments
  • Appendix A.
  • References

رئوس مطالب

  • چکیده
  • کلیدواژه ها
  • 1. تیم های کاری خود مدیریت شده و نتایج شان
  • 2. بازدید یک بنیاد نظری عملکرد SMWT: خود مدیریتی انفرادی
  • 2.1 خود رهبری :گسترش دیدگاه های سنتی استراتژی های خود مدیریتی
  • 2.2 ساخت های جمعی بر اساس خود مدیریتی انفرادی
  • 2.2.1 ISM متوسط تیمی
  • 2.2.2 ISM متوسط MTS
  • 2.3 تعدیل تاثیرات ISM جمعی از طریق انسجام بین تیمی MTS
  • 2.3.1 انسجام بین تیمی در اجتماعات MST
  • 3. متد
  • 3.1 سیستم های چندتیمی نیمه رسانا
  • 3.2 شرکت کننده های مطالعه
  • 3.3 سنجش ساخت های نظری
  • 3.3.1 خود مدیریتی انفرادی
  • 2.3.2. همبستگی تیمی
  • .3.32.دستاورد بهره وری
  • 3.4 تجمع داده ها
  • 3.5 تحلیل های آماری
  • 4.نتایج
  • 5.بحث
  • 5.1.محدودیت های متدولوژیکی
  • 5.2.رهنمودهای آینده

Abstract

This research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (MTS) in which teams are embedded. We investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. In a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 MTS. We found that MTS comprising teams whose members widely practice self-management strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive.

The emergence of self-managing work teams (SMWT) in corporate America during the past 25 years has been variously proclaimed a management transformation, paradigm shift, or corporate renaissance (Druskat & Wheeler, 2003; Manz & Sims, 2001; Sundstrom, De Meuse, & Futrell, 1990). Katzenbach and Smith’s (1993) long-standing projection that “teams will become the primary unit of performance in high-performance organizations” (p. 119) is now a fact of organizational life (Morgeson, 2005). Yet scholarly inquiry into SMWT effectiveness still lags behind such popular acclaim. As SMWT pervade places of work, the question becomes less “are they effective?” but rather “what differentiates more effective from less effective teams?” The current research takes an additional step toward bridging this knowledge gap by considering an array of team members’ self-management competencies and how team composition of such individual skills translates into greater performance for multi-team systems (MTS)—multiple teams that interface and interdependently accomplish collective, superordinate goals (Mathieu, Marks, & Zaccaro, 2001).

Keywords: - -

Conclusions

We correlated module self-management strategies with module productivity improvements. Table 1 depicts correlations among variables. Only self-job-enrichment (pb0.05), positive self-talk (pb0.10), and opportunity thinking (pb0.10) positively predicted productivity gain, partially supporting Hypothesis 1. Testing cohesion interactive effect, Table 2 shows results of a hierarchical moderated regression analysis. After including intra-team cohesion, the self-management composite, and module team size in Step 1, we entered the product term between cohesion and self-management composite index in Step 2. Conforming to Hypothesis 2, the cohesion× self-management interaction explained 20% of the variance (pb0.05), a substantial moderator effect according to McClelland and Judd (1993). To interpret this interaction, we plotted four groups (inputting predictor scores one SD above or below the means in the moderated regression equation) for all combinations of high and low self-management and intra-team cohesion in Fig. 4. Verifying Hypothesis 2, tests of simple slopes disclosed that self-management increased productivity gain for modules comprising cohesive SMWT (t=1.84, df=16, pb0.05) but not for modules with less cohesive SMWT (t=−1.18, pN0.05; Aiken & West, 1991). In summary, we demonstrated that a collective ISM construct increased the productivity of multi-team systems. MTS collectives comprising teams practicing self-job-enrichment and constructive thinking were more productive. We also found a strong moderating effect by intra-team cohesion. Intra-team cohesion within MTS enhanced performance gains of collective ISM.

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