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 journalArticlepeer-review

111 Scopus citations


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 languageEnglish (US)
Pages (from-to)681-695
Number of pages15
JournalAcademy of Management Journal
Issue number5
StatePublished - Oct 2004

ASJC Scopus subject areas

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


Dive into the research topics of 'Asymmetric adaptability: Dynamic team structures as one-way streets'. Together they form a unique fingerprint.

Cite this