Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures

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The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “Research has shown that swings to high power-dispersion, may encounter more resistance than swings to low power dispersion (e.g., Hollenbeck, Ellis, Humphrey, Garza, & Ilgen, 2011), suggesting that swings in that direction may require more intentional management than pushes towards equality.”
Performance Adaptation (2014, background): “Thus, for example, one-time changes in component and/or coordinative complexity (e.g., Bell & Kozlowski, 2008; hollenbeck et al., 2011; Kozlowski, gully, et al., 2001; Marks, Zaccaro, & Mathieu, 2000) represent qualitatively different forms of adaptation compared to ongoing dynamic complexity…”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “Finally, adding decision-making centralization to SAT, Hollenbeck et al. (2011) found that it was harder to shift from a centralized to a decentralized decision-making structure than vice versa.”
How do large multinational companies implement open innovation (2011, background): “Studies have found that systems, which have been moving from a less ordered to a more ordered state, resist the changes and might reverse them (Hollenbeck et al., 2011).”