Multiteam Systems: An Integrated Review and Comparison of Different Forms

In this review, we examine the burgeoning body of research on multiteam systems (MTSs) since the introduction of the concept in 2001. MTSs refer to networks of interdependent teams that coordinate at some level to achieve proximal and distal goals. We summarize MTS findings around three core processes and states: within- and between-team coordination processes/structures, leadership structures/processes, and cognitive and affective/motivation emergent states. Furthermore, we explore how these processes and states vary according to MTS boundary status (internal or external), component team distance (geographic, functional, cultural, and discipline), and superordinate goal type (intellectual or physical). We identify several process and state similarities across levels of these attributes, as well as highlight some important differences. We conclude with a set of propositions and future directions prompted by our review, which can serve as a guide for future MTS research.

Making New Year’s Resolutions that Stick: Long-Term Goal Pursuit Motivated by a Combination of Superordinate and Subordinate Goals

BackgroundNew Year’s Eve is a time when people make resolutions, but, more often than not, fail to achieve them. Previous research highlighted the positive effect of subordinate goals in goal pursuit. We argue that combining superordinate and subordinate goals contributes to successful goal pursuit, especially in the long run. We test whether a simultaneous focus on both goal types helps people to keep their resolutions.MethodsUsing a 2x2 between-subjects design, participants (N = 256) formulated a resolution from which they derived either a superordinate (yes/no) or a subordinate goal (yes/no). The control group focused exclusively on a self-set resolution. Main outcome measures were effort in goal pursuit and intentions to further pursue the goal after three months.ResultsFocusing on superordinate and subordinate goals increased the amount of effort invested in goal pursuit. A group difference was found only between the group focusing on both goal types and the group focusing on a superordinate goal. No statement could be made about intentions for further goal pursuit and processes by which goal type affects goal pursuit.ConclusionThe study provides preliminary insights into how combining superordinate and subordinate goals may be a helpful strategy to pursue long-term goals.

Organizational Learning and Multiteam Systems

Multiteam systems consist of two or more teams, each of which pursues subordinate team goals, while working interdependently with at least one other team toward a superordinate goal. Many teams work in these larger organizational systems, where oft-cited challenges involve learning processes within and between teams. This chapter brings a learning perspective to multiteam systems and a multiteam system perspective to organizational learning. Several classic illustrations of organizational learning—for example, the Challenger and Columbia disasters—actually point to failures in organizational learning processes within and between teams. We offer the focus on intrateam knowledge creation and retention and interteam knowledge transfer as a useful starting point for thinking about how to conceptually and operationally define learning in multiteam systems. Furthermore, we think leadership structures and multiteam emergent states are particularly valuable drivers of learning.