Effects of dual identification and interteam conflict on multiteam system performance

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Abstract

In this study, we investigate how multiteam system (MTS) and component team identification influence interteam conflict and MTS performance. On the basis of resource allocation theory and social identity theory, we build a model to examine dual identification and its effects in MTSs. We use a real-time computer simulation to test our hypotheses and measure our focal constructs in three consecutive performance episodes. Using random coefficient modelling, we find that MTS identification is associated positively with MTS performance, and interteam task and relationship conflict mediate this relationship. Team identification influenced interteam conflict at the start of the study, but this influence decreased over time. Although the effect of MTS identification appears to be more prominent than the effect of team identification, our results point at the importance of investigating the identification with the MTS relative to that of the team. We discuss implications for MTS theory and practice.
Original languageEnglish
Pages (from-to)141-171
Number of pages31
JournalJournal of Occupational and Organizational Psychology
Volume89
Issue number1
Early online date20 Oct 2015
DOIs
Publication statusPublished - Mar 2016

Keywords

  • multiteam system
  • social identification
  • interteam conflict
  • random growth modelling
  • ORGANIZATIONAL IDENTIFICATION
  • INTRAGROUP CONFLICT
  • SOCIAL IDENTITY
  • CHARISMATIC LEADERSHIP
  • REPRESENTATIONAL GAPS
  • CONTACT HYPOTHESIS
  • TEAM PERFORMANCE
  • MANAGEMENT TEAMS
  • WORK
  • TIME

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