Suchergebnisse

"This book examines an emerging organizational form called the multi-team system (MTS). This type of aggregation is being increasingly adopted by organizations and agencies that need to respond to complex strategic problems. There has been increasing interest in MTSs over the last decade to the point where there is now a need to (a) describe these organizational forms more fully, (b) build conceptual frames that can guide research, and (c) begin developing tools to improve the study of MTSs. The purpose of this book is to respond to these needs. The book contains a series of chapters that expand prior conceptual frames of MTSs, defining in more detail the compositional and linkage attributes that characterize such units. The book also explores how such systems emerge and develop, as well as the methods for studying MTSs. The intent of the book is to establish and nurture a strong conceptual and methodological foundation that can guide research and practice with MTSs. Because the notion of MTSs cuts across multiple domains, this book will interest scholars in industrial/organizational psychology, organizational science, management and organizational theory, human factors, sociology, organization communications, and public administration"--

Objective: We link the problem of complex sociotechnical systems to a new unit-of-analysis and fruitful developing area of applied research, the multiteam system. Background: Teams are the dominant entity and theoretical lens being applied to understanding the performance of complex sociotechnical systems. We submit that such problems cannot be solved through the teams lens because complex sociotechnical systems exhibit features such as mixed-motive goal structures and complex, layered social identities that do not meet the definitional requirements of a team. Method: We present key findings from multiteam systems research and review the studies contained in the special issue on the basis of the focal constructs and unit of analysis. Results: Although progress is being made on understanding key constructs essential to understanding complex sociotechnical systems, the unit of analysis needs to be shifted upward from the team level to the system level. Conclusion: Progress on understanding the inner workings and leverage points for the success of complex sociotechnical systems requires a fundamental shift in the unit of analysis toward understanding the macrodynamics of larger systems of teams. Application: The multiteam system perspective offers a useful theoretical lens for future research on and tool development (e.g., training, information technology) for improving the functioning of complex sociotechnical systems.

The effects of organizational commitment, organizational rank, and interaction process on two different types of absenteeism were investigated in college fraternities. Two predictions regarding the effects of organizational commitment on excused and unexcused absenteeism were contrasted. Further, the degree to which commitment mediated the effects of rank and interaction process on absenteeism was assessed. Results indicate that (a) commitment was related to unexcused absenteeism but not excused absenteeism, (b) rank had strong direct effects and weak indirect effects, mediated by organizational commitment, on absenteeism, and (c) interaction process was associated with organizational commitment and indirectly related to unexcused absenteeism. Several constraints on our conclusions and their generalizability to other types of organizations are noted.

The present study examined the effects of group cohesiveness and leader behavior on subordinate satisfaction in a military organiza tion. A total of 203 cadets completed measures of group cohesiveness, leader initiating structure, leader consideration, and several satisfac tion scales. Analyses indicated that (1) subordinates were more satisfied with leaders who exhibited high levels of initiating struc ture and consideration; (2) subordinates in high-cohesiveness groups were more satisfied than subordinates in low-cohesiveness groups; and (3) leader initiating structure and consideration were more positively related to subordinate satisfaction in high-cohesiveness groups than in low-cohesiveness groups. The results demonstrate the necessity of including group process variables in leadership theory and research. Implications of the findings forgroup effectiveness are also discussed.

"This book examines an emerging organizational form called the multi-team system (MTS). This type of aggregation is being increasingly adopted by organizations and agencies that need to respond to complex strategic problems. There has been increasing interest in MTSs over the last decade to the point where there is now a need to (a) describe these organizational forms more fully, (b) build conceptual frames that can guide research, and (c) begin developing tools to improve the study of MTSs. The purpose of this book is to respond to these needs. The book contains a series of chapters that expand prior conceptual frames of MTSs, defining in more detail the compositional and linkage attributes that characterize such units. The book also explores how such systems emerge and develop, as well as the methods for studying MTSs. The intent of the book is to establish and nurture a strong conceptual and methodological foundation that can guide research and practice with MTSs. Because the notion of MTSs cuts across multiple domains, this book will interest scholars in industrial/organizational psychology, organizational science, management and organizational theory, human factors, sociology, organization communications, and public administration"--Provided by publisher