Asymmetric adaptability: Dynamic team structures as one-way streets

Henry Moon; John R. Hollenbeck; Stephen E. Humphrey; Daniel R. Ilgen; Bradley West; Aleksander P.J. Ellis; Christopher O.L.H. Porter

doi:10.2307/20159611

Asymmetric adaptability: Dynamic team structures as one-way streets

Henry Moon, John R. Hollenbeck, Stephen E. Humphrey, Daniel R. Ilgen, Bradley West, Aleksander P.J. Ellis, Christopher O.L.H. Porter

Research output: Contribution to journal › Article › peer-review

116 Scopus citations

Abstract

This study tested whether teams working on a command and control simulation adapted to structural change in the manner implied by contingency theories. Teams shifting from a functional to a divisional structure showed better performance than teams making a divisional-to-functional shift. Team levels of coordination mediated this difference, and team levels of cognitive ability moderated it. We argue that the static logic behind many contingency theories should be complemented with a dynamic logic challenging the assumption of symmetrical adaptation.

Original language	English (US)
Pages (from-to)	681-695
Number of pages	15
Journal	Academy of Management Journal
Volume	47
Issue number	5
DOIs	https://doi.org/10.2307/20159611
State	Published - Oct 2004

ASJC Scopus subject areas

Business and International Management
General Business, Management and Accounting
Strategy and Management
Management of Technology and Innovation

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Asymmetric adaptability: Dynamic team structures as one-way streets

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