Asymmetric adaptability: Dynamic team structures as one-way streets

Henry Moon, John R. Hollenbeck, Stephen E. Humphrey, Daniel R. Ilgen, Bradley West, Aleksander P.J. Ellis, Christopher O.L.H. Porter

Research output: Contribution to journalArticle

92 Scopus citations

Abstract

This study tested whether teams working on a command and control simulation adapted to structural change in the manner implied by contingency theories. Teams shifting from a functional to a divisional structure showed better performance than teams making a divisional-to-functional shift. Team levels of coordination mediated this difference, and team levels of cognitive ability moderated it. We argue that the static logic behind many contingency theories should be complemented with a dynamic logic challenging the assumption of symmetrical adaptation.

Original languageEnglish (US)
Pages (from-to)681-695
Number of pages15
JournalAcademy of Management Journal
Volume47
Issue number5
DOIs
StatePublished - Oct 2004

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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    Moon, H., Hollenbeck, J. R., Humphrey, S. E., Ilgen, D. R., West, B., Ellis, A. P. J., & Porter, C. O. L. H. (2004). Asymmetric adaptability: Dynamic team structures as one-way streets. Academy of Management Journal, 47(5), 681-695. https://doi.org/10.2307/20159611