The Role of Resources in the Success or Failure of Diverse Teams: Resource Scarcity Activates Negative Performance-Detracting Resource Dynamics in Social Category Diverse Teams

Increasing the social category diversity of work teams is top of mind for many organizations. However, such efforts may not always be sufficiently resourced, given the numerous resource demands facing organizations. In this paper, we offer a novel take on the relationship between social category diversity and team performance, seeking to understand the role resources may play in both altering and explaining the performance dynamics of diverse teams. Specifically, our resource framework explains how the effects of social category diversity on team performance can be explained by intrateam resource cognitions and behaviors and are dependent on team resource availability. We propose that in the face of scarcity in a focal resource (i.e., budget), diverse (but not homogenous) teams generalize this scarcity perception to fear that all resources (i.e., staff, time, etc.) are scarce, prompting performance-detracting power struggles over resources within the team. We find support for our model in three multimethod team-level studies, including two laboratory studies of interacting teams and a field study of work teams in research and development firms. Our resource framework provides a new lens to study the success or failure of diverse teams by illuminating a previously overlooked danger in diverse teams (negative resource cognitions (scarcity spillover bias) and behaviors (intrateam power struggles)), which offers enhanced explanatory power over prior explanations. This resource framework for the study of team diversity also yields insight into how to remove the roadblocks that may occur in diverse teams, highlighting the necessity of resource sufficiency for the success of diverse teams.

Infrastructure and SDG localization: the 21st century mandate

The United Nations Sustainable Development Goals (SDGs) propose a vision for policymaking at all scales and an institutional platform for producing knowledge and sharing experiences. National governments have the prerogative to determine their SDG planning and implementation strategies, with 169 targets and 232 indicators guiding efforts to achieve the 17 goals. At the same time, pursuing the SDGs is often a ground-level endeavor, highlighting the local and urban scale for policy concerns like infrastructure. In this way, cities are at the front lines of SDG implementation. This article considers how the global political economy of the SDGs – that is, the power and resource dynamics shaping sustainability narratives – imprints itself on relationships among cities and across levels of government in the planning of sustainable infrastructure.

Resource competition and technological diversity

The work develops and investigates a mathematical model for evolution of the technological structure of an economic system where different technologies compete for the common essential resources. The model is represented by a system of consumer–resource rate equations. Consumers are technologies formalized as populations of weakly differentiated firms producing a similar commodity with like average output. Firms are characterized by the Leontief–Liebig production function in stock-flow representation. Firms self-replicate with a rate proportional to production output of the respective technology and dissolve with a constant rate of decay. The resources are supplied to the system from outside and consumed by concerned technologies; the unutilized resource amounts are removed elsewhere. The inverse of a per firm break-even resource availability is proposed to serve as a measure for competitiveness towards a given resource. The necessary conditions for coexistence of different technologies are derived, according to which each contender must be a superior competitor for one specific resource and an inferior competitor for the others. The model yields a version of the principle of competitive exclusion: in a steady state, the number of competing technologies cannot exceed the number of limiting resources. Competitive outcomes (either dominance or coexistence) in the general system of multiple technologies feeding on multiple essential resources are shown to be predictable from knowledge of the resource-dependent consumption and growth rates of each technological population taken alone. The proposed model of exploitative competition with explicit resource dynamics enables more profound insight into the patterns of technological change as opposed to conventional mainstream models of innovation diffusion.

The legitimacy of corporate entrepreneurship: a structured literature review

Corporate entrepreneurship (CE) is essential for today’s firms and currently a topic of considerable interest within the business community. Although the magnitude of related studies has increased over the last years, research on CE is missing an integrated concept and a research agenda for understanding the dynamics of resource deployment and withdrawal, resulting from legitimacy within the organization. The objective of this study is to examine the determinants influencing the provision and withdrawal of resources in the context of corporate entrepreneurship and identify the underlying strategies for gaining legitimacy. Analyzing more than 30 years of research, we provide a multidimensional framework synthesizing the state-of-the-art of resource allocation and withdrawal in CE. Our findings suggest that CE entities undertaking legitimation efforts, to be perceived as a meaningful and trustworthy organizational element and receive active and passive support, is very important. Based on the structured literature review, we propose a legitimacy perspective on the resource dynamics in CE settings, to further advance our understanding of resource deployment and withdrawal within organizations.

Memories of Migrations Past: Sociality and Cognition in Dynamic, Seasonal Environments

Seasonal migrations are a widespread and broadly successful strategy for animals to exploit periodic and localized resources over large spatial scales. It remains an open and largely case-specific question whether long-distance migrations are resilient to environmental disruptions. High levels of mobility suggest an ability to shift ranges that can confer resilience. On the other hand, a conservative, hard-wired commitment to a risky behavior can be costly if conditions change. Mechanisms that contribute to migration include identification and responsiveness to resources, sociality, and cognitive processes such as spatial memory and learning. Our goal was to explore the extent to which these factors interact not only to maintain a migratory behavior but also to provide resilience against environmental changes. We develop a diffusion-advection model of animal movement in which an endogenous migratory behavior is modified by recent experiences via a memory process, and animals have a social swarming-like behavior over a range of spatial scales. We found that this relatively simple framework was able to adapt to a stable, seasonal resource dynamic under a broad range of parameter values. Furthermore, the model was able to acquire an adaptive migration behavior with time. However, the resilience of the process depended on all the parameters under consideration, with many complex trade-offs. For example, the spatial scale of sociality needed to be large enough to capture changes in the resource, but not so large that the acquired collective information was overly diluted. A long-term reference memory was important for hedging against a highly stochastic process, but a higher weighting of more recent memory was needed for adapting to directional changes in resource phenology. Our model provides a general and versatile framework for exploring the interaction of memory, movement, social and resource dynamics, even as environmental conditions globally are undergoing rapid change.

Bottleneck Resources, Market Relatedness, and the Dynamics of Organizational Growth

Entering a new product market requires assembling a bundle of resources. Because missing a single resource can foil the entire entry effort, we argue that bottleneck resources—those most difficult to obtain or sell externally—anchor the direction of firm growth. We characterize market resources as bottlenecks to product market entry, because they are (on average) more challenging to obtain and sell than technological resources, and we articulate why the importance of market resources varies with the strength of external markets for technology. Using cross-industry data linking firms’ product portfolios with patents, we find resource dynamics whereby market resources drive the strategic decision to enter, and firms fill technological gaps using both internal research and development and external acquisitions (joint ventures and alliances). Our study underscores the importance of resources for firm growth dynamics and specifically highlights market resources as the bottleneck that constrains and directs the direction of product market entry.