THE RIDDLE OF HETERARCHY: POWER TRANSITIONS IN CROSS-FUNCTIONAL TEAMS

被引：165

作者：

Aime, Federico ^{[1
]}

Humphrey, Stephen ^{[2
]}

Derue, D. Scott ^{[3
]}

Paul, Jeffrey B. ^{[4
]}

机构：

[1] Oklahoma State Univ, Spears Sch Business, Stillwater, OK 74078 USA

[2] Penn State Univ, Smeal Coll Business, University Pk, PA 16802 USA

[3] Univ Michigan, Stephen M Ross Sch Business, Ann Arbor, MI 48109 USA

[4] Univ Tulsa, Collins Coll Business, Dept Management & Mkt, Tulsa, OK 74104 USA

来源：

ACADEMY OF MANAGEMENT JOURNAL | 2014年 / 57卷 / 02期

关键词：

SELF-MANAGED TEAMS; EXTERNAL LEADERSHIP; SHARED LEADERSHIP; SOCIAL NETWORKS; STRATEGIC CORE; MEMBER CHANGE; WORK; PERFORMANCE; MODEL; LEGITIMACY;

D O I：

10.5465/amj.2011.0756

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

In this paper, we develop the concept of a power heterarchy, which is a conceptualization of power structures in groups that is more dynamic and fluid than traditional hierarchical structures. Through a study of 516 directional dyads in 45 teams, we demonstrate that heterarchical structures in which the expression of power actively shifts among team members to align team member capabilities with dynamic situational demands can enhance team creativity. Our results indicate that this positive effect of power heterarchies on team creativity is contingent on the team perceiving the shifts in interpersonal power expressions as legitimate. We discuss the implications of this heterarchical power structure for research on group functioning, power, and legitimacy in organizations.

引用

页码：327 / 352

页数：26

共 140 条

[1] Role innovation through employee social networks: The embedded nature of roles and their effect on job satisfaction and career success [J].

Aime, Federico ;

Van Dyne, Linn ;

Petrenko, Oleg V. .

ORGANIZATIONAL PSYCHOLOGY REVIEW, 2011, 1 (04) :339-361

[2] THE ROUTINE MAY BE STABLE BUT THE ADVANTAGE IS NOT: COMPETITIVE IMPLICATIONS OF KEY EMPLOYEE MOBILITY [J].

Aime, Federico ;

Johnson, Scott ;

Ridge, Jason W. ;

Hill, Aaron D. .

STRATEGIC MANAGEMENT JOURNAL, 2010, 31 (01) :75-87

[3] Legitimacy of team rewards: Analyzing legitimacy as a condition for the effectiveness of team incentive designs [J].

Aime, Federico ;

Meyer, Christopher J. ;

Humphrey, Stephen E. .

JOURNAL OF BUSINESS RESEARCH, 2010, 63 (01) :60-66

[4]

Albert S.Bradley., 1997, MANAGING KNOWLEDGE E

[5]

Amabile T.M., 1996, Creativity in context: Update to the social psychology of creativity

[6] Assessing the work environment for creativity [J].

Amabile, TM ;

Conti, R ;

Coon, H ;

Lazenby, J ;

Herron, M .

ACADEMY OF MANAGEMENT JOURNAL, 1996, 39 (05) :1154-1184

[7]

Ancona D, 2002, MIT SLOAN MANAGE REV, V43, P33

[8] The experience of power: Examining the effects of power on approach and inhibition tendencies [J].

Anderson, C ;

Berdahl, JL .

JOURNAL OF PERSONALITY AND SOCIAL PSYCHOLOGY, 2002, 83 (06) :1362-1377

[9] The functions and dysfunctions of hierarchy [J].

Anderson, Cameron ;

Brown, Courtney E. .

RESEARCH IN ORGANIZATIONAL BEHAVIOR: AN ANNUAL SERIES OF ANALYTICAL ESSAYS AND CRITICAL REVIEWS, VOL 30, 2010, 30 :55-89

[10]

[Anonymous], 1983, SOCIAL PSYCHOL CREAT, DOI DOI 10.1007/978-1-4612-5533-8_3

← 1 2 3 4 5 6 7 8 9 10 →