Notes

Preface

  1. 1. Deborah Ancona, Henrik Bresman, and Mark Mortensen, “Shifting Team Research after COVID-19: Evolutionary and Revolutionary Change,” Journal of Management Studies 58, no. 1 (2021): 289–293.

  2. 2. Vivianna He and Phanish Puranam, “Some Challenges for the ‘New DAOism,’ ” working paper, 2022.

  3. 3. Amy Edmondson, “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly 44, no. 2 (1999): 350–383; Mark Mortensen, “Constructing the Team: The Antecedents and Effects of Membership Model Divergence,” Organization Science 25, no. 3 (May–June 2014): 909–931; Christoph Riedl and Anita Williams Woolley, “Teams vs. Crowds: A Field Test of the Relative Contribution of Incentives, Member Ability, and Emergent Collaboration to Crowd-Based Problem-Solving Performance,” Academy of Management Discoveries 3, no. 4 (December 2017): 382–403; Margaret M. Luciano, Leslie A. DeChurch, and John E. Mathieu, “Multiteam Systems: A Structural Framework and Meso-Theory of System Functioning,” Journal of Management 44, no. 3 (2018): 1065–1096; Thomas A. de Vries et al., “Managing Boundaries in Multiteam Structures: From Parochialism to Integrated Pluralism,” Organization Science 33, no. 1 (2021): 311–331.

Introduction

  1. 1. Peter Gronn, “Distributed Properties: A New Architecture for Leadership,” Educational Management Administration and Leadership 28, no. 3 (2000): 317–338; Peter Gronn, “Distributed Leadership as a Unit of Analysis,” Leadership Quarterly 13 (2002): 423–451; Peter Gronn, “The Future of Distributed Leadership,” Journal of Educational Administration 46 (2008): 141–158.

  2. 2. Deborah G. Ancona and David F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (1992): 634–665; Anna T. Mayo, “Synching Up: A Process Model of Emergent Interdependence in Dynamic Teams,” Administrative Science Quarterly, no. 3 (2022): 821–864.

  3. 3. Ancona and Caldwell, “Bridging the Boundary”; Mayo, “Synching Up.”

  4. 4. The three-stage model was first introduced in Deborah G. Ancona and David F. Caldwell, “Making Teamwork Work: Boundary Management in Product Development Teams,” in Managing Strategic Innovation and Change: A Collection of Readings, eds. Michael L. Tushman and Philip Anderson (New York: Oxford University Press, 1997), 433–442.

Chapter 1

  1. 1. Martin D. Hanlon, David A. Nadler, and Deborah Gladstein, Attempting Work Reform: The Case of “Parkside” Hospital (New York: Wiley & Sons, 1985).

  2. 2. Deborah L. Gladstein, “Groups in Context: A Model of Task Group Effectiveness,” Administrative Science Quarterly 29, no. 4 (1984): 499–517.

  3. 3. Deborah G. Ancona and David F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (1992): 634–665.

  4. 4. Deborah G. Ancona, “Outward Bound: Strategies for Team Survival in an Organization,” Academy of Management Journal 33, no. 2 (1990): 334–365; Henrik Bresman, “External Learning Activities and Team Performance: A Multimethod Field Study,” Organization Science 21, no. 1 (2010): 81–96.

  5. 5. For an overview, see Mary M. Maloney et al., “Contextualization and Context Theorizing in Teams Research: A Look Back and a Path Forward,” Academy of Management Annals 10, no. 1 (2016): 891–942.

  6. 6. Bresman, “External Learning Activities and Team Performance”; Anita Woolley, “Means vs. Ends: Implications of Process and Outcome Focus for Team Adaptation and Performance,” Organization Science 20, no. 3 (2009): 500–515; Anna T. Mayo, “Synching Up: A Process Model of Emergent Interdependence in Dynamic Teams,” Administrative Science Quarterly 67, no. 3 (2022): 821–864; Christopher G. Myers, “Storytelling as a Tool for Vicarious Learning among Air Medical Transport Crews,” Administrative Science Quarterly 67, no. 2 (2022): 378–422.

  7. 7. Alex “Sandy” Pentland, “The New Science of Building Great Teams,” Harvard Business Review, April 2012, 60–69; Oren Lederman et al., “Open Badges: A Low-Cost Toolkit for Measuring Team Communication and Dynamics,” 2016 International Conference on Social Computing, Behavioral-Cultural Modeling, and Prediction and Behavior Representation in Modeling and Simulation, Washington, DC, June 28–July 1, 2016.

  8. 8. Pentland, “The New Science of Building Great Teams.”

Chapter 2

  1. 1. William H. Whyte, The Organization Man (New York: Doubleday, 1956).

Chapter 3

  1. 1. Karl E. Weick, Sensemaking in Organizations (Thousand Oaks, CA: Sage Publications, 1995).

  2. 2. For more on vicarious team learning, see Henrik Bresman, “Changing Routines: A Process Model of Vicarious Group Learning in Pharmaceutical R&D,” Academy of Management Journal 56, no. 1 (2013): 35–61; and Christopher G. Myers, “Storytelling as a Tool for Vicarious Learning among Air Medical Transport Crews,” Administrative Science Quarterly 67, no. 2 (2022): 378–422.

  3. 3. Deborah G. Ancona and David F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (1992): 634–665.

  4. 4. For more on transitions in teams, see Connie J. G. Gersick, “Time and Transition in Work Teams: Toward a New Model of Group Development,” Academy of Management Journal 31, no. 1 (1988): 9–41; J. Richard Hackman and Ruth Wageman, “A Theory of Team Coaching,” Academy of Management Review 30, no. 2 (2005): 269–287; and Ancona and Caldwell, “Bridging the Boundary.”

  5. 5. Ancona and Caldwell, “Bridging the Boundary.”

  6. 6. Ancona and Caldwell, “Bridging the Boundary.”

  7. 7. Ancona and Caldwell, “Bridging the Boundary.”

Chapter 4

  1. 1. Anna T. Mayo, “Syncing Up: A Process Model of Emergent Interdependence in Dynamic Teams,” Administrative Science Quarterly 67, no. 3 (2022): 821–864.

  2. 2. Deborah G. Ancona and David F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (1992): 634–665.

  3. 3. Amy Edmondson, “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly 44, no. 2 (1999): 350–383; Henrik Bresman and Amy C. Edmondson, “Research: To Excel, Diverse Teams Need Psychological Safety,” hbr.org, March 17, 2022, https://hbr.org/2022/03/research-to-excel-diverse-teams-need-psychological-safety.

  4. 4. Information and quotations about the hospital study came from Edmondson, “Psychological Safety and Learning Behavior in Work Teams.”

  5. 5. For a review, see Gwen M. Wittenbaum and Garold Stasser, “Management of Information in Small Groups,” in What’s Social about Social Cognition? Research on Socially Shared Cognition in Small Groups, eds. Judith L. Nye and Aaron M. Brower (Thousand Oaks, CA: Sage Publications, 1996), 3–28.

  6. 6. Michael West, “Reflexivity and Work Group Effectiveness: A Conceptual Integration,” in Handbook of Work Group Psychology, ed. Michael A. West (Chichester, UK: Wiley, 1996), 555–579.

  7. 7. Others have explored establishing rhythms for output. See Deborah Ancona and Chee-Leong Chong, “Cycles and Synchrony: The Temporal Role of Context in Team Behavior,” in Research on Managing Groups and Teams, vol. 2., ed. Ruth Wageman (Stamford, CT: JAI Press, 1999), 33–48; Kathleen M. Eisenhardt and Shona L. Brown, “Time Pacing: Competing in Markets That Won’t Stand Still,” Harvard Business Review, March–April 1998, 59–69.

  8. 8. Connie J. G. Gersick, “Time and Transition in Work Teams: Toward a New Model of Group Development,” Academy of Management Journal 31, no. 1 (1988): 9–41.

  9. 9. Edmondson, “Psychological Safety and Learning Behavior in Work Teams”; West, “Reflexivity and Work Group Effectiveness.”

Chapter 5

  1. 1. The ProPoint team example has previously been described in Deborah G. Ancona and David F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (1992): 634–665.

  2. 2. Deborah G. Ancona, “Outward Bound: Strategies for Team Survival in an Organization,” Academy of Management Journal 33, no. 2 (1990): 334–365; Connie J. G. Gersick, “Time and Transition in Work Teams: Toward a New Model of Group Development,” Academy of Management Journal 31, no. 1 (1988): 9–41; Leigh L. Thompson, Making the Team: A Guide for Managers (Upper Saddle River, NJ: Prentice Hall, 2000); Deborah G. Ancona and David F. Caldwell, “Making Teamwork Work: Boundary Management in Product Development Teams,” in Managing Strategic Innovation and Change: A Collection of Readings, eds. Michael L. Tushman and Philip Anderson (New York: Oxford University Press, 1997), 433–442.

  3. 3. Ancona, “Outward Bound”; Ancona and Caldwell, “Bridging the Boundary.”

  4. 4. See, for example, Charlan Jeanne Nemeth and Julianne L. Kwan, “Minority Influence, Divergent Thinking, and the Detection of Correct Solutions,” Journal of Applied Social Psychology 17, no. 9 (1987): 788–799.

  5. 5. We are building on the work of Anita Woolley and her colleagues, who speak of “bursts of activity.” See Christoph Riedl and Anita Williams Woolley, “Teams vs. Crowds: A Field Test of the Relative Contribution of Incentives, Member Ability, and Emergent Collaboration to Crowd-Based Problem Solving Performance,” Academy of Management Discoveries 3, no. 4 (2017): 382–403.

  6. 6. Anna T. Mayo, “Syncing Up: A Process Model of Emergent Interdependence in Dynamic Teams,” Administrative Science Quarterly 67, no. 3 (2022): 821–864.

Chapter 6

  1. 1. Amy Edmondson, “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly 44, no. 2 (1999): 350–383; Henrik Bresman and Amy C. Edmondson, “Research: To Excel, Diverse Teams Need Psychological Safety,” hbr.org, March 17, 2022, https://hbr.org/2022/03/research-to-excel-diverse-teams-need-psychological-safety.

  2. 2. Amy C. Edmonson, “The Competitive Imperative of Learning,” Harvard Business Review, July–August 2008, 60–67.

Chapter 7

  1. 1. Mark Mortensen, “Constructing the Team: The Antecedents and Effects of Membership Model Divergence,” Organization Science 25, no. 3 (2014): 909–931.

Chapter 8

  1. 1. Deborah Ancona, Elaine Backman, and Kate Isaacs, “Nimble Leadership,” Harvard Business Review, July–August 2019, 74–83.

  2. 2. Ancona, Backman, and Isaacs, “Nimble Leadership.”

  3. 3. Jason Farago, “The New MoMA Is Here. Get Ready for Change,” New York Times, October 3, 2019.

  4. 4. Farago, “The New MoMA Is Here.”

  5. 5. Ancona, Backman, and Isaacs, “Nimble Leadership.”

  6. 6. Farago, “The New MoMA Is Here.”

  7. 7. Farago, “The New MoMA Is Here.”

  8. 8. Deborah Ancona and Henrik Bresman, “The Five Key Capabilities of Effective Leadership,” INSEAD Knowledge, November 14, 2018; Deborah Ancona et al., “In Praise of the Incomplete Leader,” Harvard Business Review, February 2007, 92–100.

  9. 9. Karl E. Weick, Sensemaking in Organizations (Thousand Oaks, CA: Sage Publications, 1995).

  10. 10. Charles A. O’Reilly III and Michael L. Tushman, “The Ambidextrous Organization,” Harvard Business Review, April 2004, 74–81.

  11. 11. Deborah Ancona and Henrik Bresman, “Turn Your Teams Inside Out,” Sloan Management Review, Winter 2023, 24–29.

  12. 12. Donald Sull and Kathleen M. Eisenhardt, Simple Rules: How to Thrive in a Complex World (Boston: Houghton Mifflin Harcourt, 2015).

  13. 13. This term first appeared in Deborah G. Ancona, Gerardo A. Okhuysen, and Leslie A. Perlow, “Taking Time to Integrate Temporal Research,” Academy of Management Review 26, no. 4 (2001): 512–529.

  14. 14. Leslie A. Perlow, “The Time Famine: Towards a Sociology of Work Time,” Administrative Science Quarterly 44, no. 1 (1999): 57–81.

  15. 15. Edgar H. Schein, Organizational Culture and Leadership, 3rd ed. (San Francisco: Jossey-Bass, 2004).

  16. 16. O’Reilly and Tushman, “The Ambidextrous Organization.”

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