Constructing the Team: The Antecedents and Effects of Membership Model Divergence
研究挑战了团队成员身份清晰一致的假设，发现环境变化导致成员心理模型分歧，并通过38个软件开发团队的数据检验了分歧的结构性与涌现性驱动因素及其对绩效的影响。
Scholars have established that team membership has wide-ranging effects on cognition, dynamics, processes, and performance. Underlying that scholarship is the assumption that team membership—who is and who is not a team member—is straightforward, unambiguous, and agreed upon by all members. Contrary to this assumption, I posit that mental models of membership increasingly diverge within teams as a result of changing environmental conditions. I build on the literatures on membership and on shared mental models to explore such “membership model divergence.” In a study of 38 formally defined software and product development teams, I test a model of structural and emergent drivers of membership model divergence and examine its effect on performance operating through team-level cognition. I use the findings of this study to explore its implications for both management theory and managerial practice.