Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures

John R. Hollenbeck; Aleksander P.J. Ellis; Stephen E. Humphrey; Adela S. Garza; Daniel R. Ilgen

doi:10.1016/j.obhdp.2010.08.003

Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures

John R. Hollenbeck, Aleksander P.J. Ellis, Stephen E. Humphrey, Adela S. Garza, Daniel R. Ilgen

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

62 Scopus citations

Abstract

This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.

Original language	English (US)
Pages (from-to)	64-74
Number of pages	11
Journal	Organizational Behavior and Human Decision Processes
Volume	114
Issue number	1
DOIs	https://doi.org/10.1016/j.obhdp.2010.08.003
State	Published - Jan 2011

Keywords

Adaptation
Structure
Teams

ASJC Scopus subject areas

Applied Psychology
Organizational Behavior and Human Resource Management

Access to Document

10.1016/j.obhdp.2010.08.003

Cite this

@article{025f4c81ee6e4c0b8e6039ca1244a185,

title = "Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures",

abstract = "This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.",

keywords = "Adaptation, Structure, Teams",

author = "Hollenbeck, {John R.} and Ellis, {Aleksander P.J.} and Humphrey, {Stephen E.} and Garza, {Adela S.} and Ilgen, {Daniel R.}",

note = "Funding Information: This research was supported in part, by Grant N00014-02-1-0983 from the Cognitive and Neural Sciences Division of the Office of Naval Research . Although support for this work is gratefully acknowledged, the ideas expressed herein are those of the authors and not necessarily endorsed by the funding agency. ",

year = "2011",

month = jan,

doi = "10.1016/j.obhdp.2010.08.003",

language = "English (US)",

volume = "114",

pages = "64--74",

journal = "Organizational Behavior and Human Decision Processes",

issn = "0749-5978",

publisher = "Academic Press Inc.",

number = "1",

}

TY - JOUR

T1 - Asymmetry in structural adaptation

T2 - The differential impact of centralizing versus decentralizing team decision-making structures

AU - Hollenbeck, John R.

AU - Ellis, Aleksander P.J.

AU - Humphrey, Stephen E.

AU - Garza, Adela S.

AU - Ilgen, Daniel R.

N1 - Funding Information: This research was supported in part, by Grant N00014-02-1-0983 from the Cognitive and Neural Sciences Division of the Office of Naval Research . Although support for this work is gratefully acknowledged, the ideas expressed herein are those of the authors and not necessarily endorsed by the funding agency.

PY - 2011/1

Y1 - 2011/1

N2 - This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.

AB - This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.

KW - Adaptation

KW - Structure

KW - Teams

UR - http://www.scopus.com/inward/record.url?scp=78449307670&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=78449307670&partnerID=8YFLogxK

U2 - 10.1016/j.obhdp.2010.08.003

DO - 10.1016/j.obhdp.2010.08.003

M3 - Article

AN - SCOPUS:78449307670

SN - 0749-5978

VL - 114

SP - 64

EP - 74

JO - Organizational Behavior and Human Decision Processes

JF - Organizational Behavior and Human Decision Processes

IS - 1

ER -

Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures

Abstract

Keywords

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this