Does multiple team membership (MTM) structure yield a competitive advantage?
Journal
Academy of Management Proceedings
ISSN
0065-0668
Type
conference paper
Date Issued
2017-08
Author(s)
Abstract (De)
With this paper we take research on the dimensionality and consequences of MTM to a new level, namely the organization. Drawing on microfoundations literature, we develop a meta-theoretical framework for MTM research, which is based on the concepts of collaboration routines and capabilities and relates MTM structure to firm competitive advantage. We then introduce and define two firm-level dimensions of MTM (i.e., intensity and separation) and apply them to our overarching framework. Following social capital theory, we argue that MTM intensity increases firm performance via organizational social capital. This relationship, however, is contingent on the levels of MTM separation within an organization. We utilized multiple regression and bootstrapping analyses to test the hypotheses on the basis of a multisource dataset comprising 85 companies. The results widely support our conceptual model. Particularly, they highlight the relevance of MTM separation for a successful application of MTM structures. First and foremost, our work contributes to the growing field of MTM research. Furthermore, it holds intriguing implications for the fields of microfoundations and organizational diversity.
Language
English
Keywords
Multiple team membership
Diversity
Organizational social capital
Firm performance
HSG Classification
contribution to scientific community
Publisher
Academy of Management
Subject(s)
Division(s)
Eprints ID
254681