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External Partners Alumni Search Submit Return to home Search Search About About Olin Home Why Olin Equity, Diversity & Inclusion Leadership & Strategy News & Media Events Contact Us Programs Programs Home Explore Our Programs BS in Business Administration MBAs Specialized Master's Doctoral Executive Education Dual Degrees Faculty & Research Faculty & Research Home Faculty Directory Research Research Centers Olin Brookings Commission Olin Award Student Resources Student Resources Home Career Services Center for Experiential Learning Entrepreneurship Academic Calendars Student Organizations For Current Students For Military Veterans Admissions Admissions Home Scholarships & Aid Attend Program Events Visit Olin Ask a Student Student Profiles Request Information Refer a Candidate External Partners Alumni Olin research: Leaders of teams of teams must balance members’ interactions October 13, 2021 By Jill Young Miller 2 minute read Home News Olin research: Leaders of teams of teams must balance members’ interactions Combatting cybersecurity threats. Guiding space exploration. Developing novel healthcare management systems. Major business and government innovations often rely on multiteam systems, or teams of teams. But when people work within such systems, known as MTSs, they face challenges. An MTS is a nebulous organization of component teams of specialists that link together to accomplish a broad and overarching objective. That objective exceeds the capacity of any one person or team. Andrew Knight, Olin professor of organizational behavior, researched the challenges people face when working within team of teams. Specifically, he delved into how the component teams can best coordinate their activities&＃8212;both within and between teams&＃8212;to achieve the overarching goals of the whole system. In the past, scholarship had advanced a perspective that informal modes of coordination&＃8212;such as informal, interpersonal interactions between MTS members&＃8212;undermine MTS effectiveness because of their complexity. A channel for the flow of information But that view is pessimistic and flawed, Knight and his coauthors argue. Drawing from theory and their research, they derived important implications for those who must lead an MTS. &＃8220;Informal interpersonal interactions actually can enable coordination by serving as a channel for the flow of information and a means by which MTS members can mutually adjust their work,&＃8221; Knight said. But whether informal coordination helps or hinders MTS functioning depends on how much time team members spend interacting with other members of their own component team, relative to the time that they spend interacting with the members of other teams. &＃8220;Members must balance their informal interactions,&＃8221; Knight said. Knight discussed his research&＃160;at a virtual event September 29 as part of Olin&＃8217;s Business Research Series. &＃8220;Our analysis underscores that leaders must carefully manage MTS members&＃8217; informal coordination efforts,&＃8221; he said. Too much time spent focused internally&＃8212;on coordinating with the members of one&＃8217;s own component team&＃8212; detracts from system performance. But too much time spent focused externally&＃8212;toward other component teams in the system&＃8212;breeds intrateam conflict that disrupts team performance. It&＃8217;s about balance &＃8220;To maximize&＃160;system&＃160;performance, which is ultimately the most important objective, leaders must ensure that team members balance their allocation of time between the local team and the more global system,&＃8221; he said. Knight and his coauthors present their findings in&＃160;&＃8220;Performance tensions in multiteam systems: Balancing informal mechanisms of coordination within and between teams,&＃8221;&＃160;in press at the&＃160;Academy of Management Journal.&＃160;Coauthors are Jonathan C. Ziegert and Christian J. Resickof Drexel University and Katrina A. Graham of Suffolk University. In addition to his position as a professor, Knight is associate dean of WashU at Brookings and academic director of Olin Lifelong Learning. His areas of expertise are entrepreneurship, leadership, team development and diversity, and his research interests include virtual work, people analytics, collaboration and relationships. See Knight&＃8217;s presentation here. About the Author Jill Young Miller As research translator for WashU Olin Business School, my job is to highlight professors’ research by “translating” their work into stories. Before coming to Olin, I was a communications specialist at WashU’s Brown School. My background is mostly in newspapers including as a journalist for Missouri Lawyers Media, the Atlanta Journal-Constitution, The Washington Post and the Sun-Sentinel in South Florida. Contact Us For assistance in finding faculty experts, please contact Washington University Public Affairs. Monday&＃8211;Friday, 8:30 to 5 p.m. Sara Savat, Senior News Director, Business and Social [email protected] &＃160; Kurt Greenbaum,Communications [email protected] Twitter: WUSTLnews Share article Apply Now Visit Us Request Info One Brookings Drive, St. Louis, MO 63130-4899 [email protected] 314-935-7301 News & Media Events Faculty Directory WashU Center for Career Engagement Washington University home Olin Links Sitemap Privacy Policies Title IX Accessibility ©2024 Washington University in St. Louis