The interaction of control systems and stakeholder networks in shaping the identities of selfmanaged teams.
(English)Manuscript (preprint) (Other academic)
Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: 1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; 2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and 3) the use of coordinating roles aimed at promoting, ratifying, and reinforcing the convergence of identity within the team. We analyze multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso, and macro organizational levels. We expand and refine the model in the process.
IdentifiersURN: urn:nbn:se:kth:diva-193561OAI: oai:DiVA.org:kth-193561DiVA: diva2:1017182
QC 201610052016-10-042016-10-042016-10-05Bibliographically approved