Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams. | Zendy

Michael Boyer O’Leary | Zendy; Mark Mortensen | Zendy; Anita Williams Woolley | Zendy

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Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

Author(s) -

Michael Boyer O’Leary,

Mark Mortensen,

Anita Williams Woolley

Publication year - 2011

Publication title -

academy of management review

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 8.446

H-Index - 270

eISSN - 1930-3807

pISSN - 0363-7425

DOI - 10.5465/amr.2011.61031807

Subject(s) - productivity , management , knowledge management , operations management , business , organizational behavior , marketing , psychology , sociology , industrial organization , public relations , economics , computer science , political science , economic growth

While organizations strive to manage the time and attention of workers effectively, the practice of asking workers to contribute to multiple teams simultaneously can result in the opposite. We present a model of the effects of multiple team membership (MTM) on learning and productivity via the mediating processes of individual context switching, team temporal misalignment, and intra-organizational connectivity. These effects are curvilinear, with learning and productivity peaking at moderate levels of these mediating processes

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