The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization

By Martine R. Haas. 2010

233 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6423943da651f09a12ad50c907b285830db35ea0

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In Management of Technology and Innovation

In Social Psychology

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Citations in the corpus

Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “…have been identified; for example, self-managing teams have more positive effects when team members are not isolated from external influences (Haas 2010), when task uncertainty is high (Cordery et al. 2010), and when teams engage in conceptual tasks for which the means-ends is not clear…”
Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “…for SMTs. Quantitative studies found that SMTs work best when executing tasks with high uncertainty (Cordery et al., 2010), high task novelty (Haas, 2010), high technology novelty (Patanakul, Chen, & Lynn, 2012), high task innovativeness (Patanakul et al., 2012), high task interdependence…”
Empowering leadership, employee goal orientations and work performance (2014, background): “However, could there be too much of a good thing? Some studies suggest that autonomy can be a double-edged sword in relation to performance (Haas, 2010; Langfred, 2004) and individual wellbeing (Nagel, 2010).”
The Autonomy Paradox: The Implications of Mobile Email Devices for Knowledge Professionals (2013, unknown): “…work (Blau 1984; Freidson 1984; Scott and Meyer 1991; Wallace 1995), as a central factor in the design of jobs (Hackman and Oldham 1976) and self-managing teams (Haas 2010; Hackman 1983; Langfred 2004, 2007) and as a defining feature of professional work (Abbott 1988; Scott 1982; Wallace 1995).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, methodology): “…further tested for attribution biases by comparing those 83 teams whose members completed surveys directly (up to 2 months) after the completion of their projects with those 59 teams whose members completed surveys from 2 to 9 months after project completion (for a similar approach see Haas, 2010).”
The Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence (2015, unknown): “Others have pointed out the risks of isolation (Haas, 2010) and the loss of managerial control (Mills and Ungson, 2003) which may result from giving teams too much autonomy.”