Organisationale Energie in Hochleistungsteams
Type
applied research project
Start Date
01 December 2010
End Date
01 June 2014
URI
Acronym
New Work
Status
completed
Keywords
Organisationale Energie
Beschleunigungsfalle
Team Boundary Spanning
Description
Das Projekt beschäftigt sich damit, wie organisationale Energie langsfristig erhalten werden kann.
Leader contributor(s)
Member contributor(s)
Lins, Nina
Partner(s)
Technische Entwickung der AUDI AG, Ingolstadt
Funder(s)
Topic(s)
Wie kann organisationale Energie über die Zeit erhalten werden?
Wie kann eine Beschleunigungfalle langfristig vermienden werden?
Method(s)
Quantitative Feldstudie mit 130 Forschungs- und Enwicklungsteams
Qualtitative Experteninterviews
Notes
Organizational Energy, Acceleration Trap, Team Boundary Spanning
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
221782

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Publication

Team Boundary Management: Wie man Teams vor Überforderung schützt

2015-09-01 , Leicht-Deobald, Ulrich , Bruch, Heike , Mainert, Jakob

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Publication

Innovation im Verborgenen – Dezentrales Innovationsmanagement durch Bootlegging-Projekte bei der AUDI AG

2017-01-15 , Leicht-Deobald, Ulrich , Lins, Nina

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Publication

A Moderated Mediation Model of Team Boundary Activities, Team Emotional Energy, and Team Innovation.

2016-08 , Leicht-Deobald, Ulrich , Lam, Chak Fu

Past research on team boundary work has focused on a “cold,” information-exchange perspective to explain why boundary activities affect team innovation. Although the theory is widely accepted, empirical studies on the actual mechanism are scant and produce inconsistent results. Drawing from Interaction Ritual Theory (Collins, 2004), we propose a “warm,” affective perspective that emphasizes team emotional energy – a shared feeling of enthusiasm among team members – as a mechanism linking boundary work and team innovation. Moreover, we examine a theory-driven contextual factor –team role overload – that modifies the hypothesized mediated relationship. Based on field data from four different sources of 89 automotive research and development teams (comprising 724 employees, 89 direct supervisors and 18 managers), we found that both team boundary-spanning and boundary-buffering activities are associated with higher levels of team emotional energy, which, in turn, are related to greater levels of team innovation. Moreover, the mediated relationship of boundary-buffering activities, team emotional energy and team innovation is moderated by team role overload, such that the mediated relationship is stronger when team role overload is higher. Our study contributes to the literature by broadening our understanding of why boundary work is effective and when it matters most.

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Publication

Sustaining Productive Energy by Buffering Team Boundaries : The Consequence of Innovative Performance

2013-08-12 , Leicht-Deobald, Ulrich , Bruch, Heike

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Team Boundary Management: Wie man Teams vor Überforderung schützt

2016-03-10 , Leicht-Deobald, Ulrich

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Publication

Führung als Energiequelle

2016-05 , Leicht-Deobald, Ulrich , Kunz, Justus Julius , Bruch, Heike

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Publication

Neue Arbeitsformen: Team Boundary Management in Multiprojekt-Kontexten

2016-01-01 , Leicht-Deobald, Ulrich

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Publication

How Does Team Boundary Buffering Increase Innovative Team Performance : The Intervening Role of Productive Energy

2013-09-20 , Leicht-Deobald, Ulrich , Bruch, Heike

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