Stefan Berger
Title
Dr.
Last Name
Berger
First name
Stefan
Email
stefan.berger@unisg.ch
Phone
+41 71 224 3185
7 results
Now showing 1 - 7 of 7
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Item type:Publication, The Connectivity Paradox of Flexible Team Arrangements(Academy of Management, 2026-08-21); ; Van der Vegt, Gerben S.Organizations rely on team-based structures to promote connectivity and performance. Yet, recent research suggests that increasingly flexible team arrangements, characterized by multiple team membership (MTM) and fluid team membership (FTM), may simultaneously foster and undermine social capital in organizations. To address this connectivity paradox of flexible team arrangements, we integrate research on MTM and FTM and develop multilevel theory linking these practices to social capital and performance at the firm and individual levels. We test our theory in two complementary studies. Study 1 uses fine-grained data from a knowledge-intensive organization (n = 3,690 employees) to examine our individual-level predictions. Study 2 tests the full model with multi-source data from 106 organizations (n = 15,342 employees). Across both studies, MTM is positively related to individual social capital and indirectly to individual performance, whereas FTM shows negative associations. Study 2 further shows that flexible team arrangements (i.e., firm-level structures based on MTM and FTM) are related positively to organizational social capital and indirectly to firm performance. Our findings contribute to research on teams in general and flexible team arrangements in particular, and hold important implications for social capital theory.Type:journal articleJournal:Academy of Management Journal - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Power to the People—And Then? A Multilevel Leadership Perspective on Organizational Decentralization(2024-01); ; Scopus© Citations 9 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Regulatory Focus Climate, Organizational Structure, and Employee Ambidexterity: An Interactive Multilevel Model.Prior research suggests that the organizational context supports the emergence ofemployee ambidexterity; however, the interplay between formal and informal con-text has been largely unexplored. We analyze this interplay with a multilevel, multi-source data set of 2446 individual employees nested in 77 organizations. We findthat a promotion climate—unlike a prevention climate—contributes to employeeambidexterity. In addition, formalization positively moderates the effects of both pro-motion and prevention climate on employee ambidexterity, while centralizationweakens the positive effect of promotion climate. Our results advance a contingencyperspective that brings together formal and informal contextual drivers of employeeambidexterity and shows that even though an informal climate signals the preferredmanner of goal pursuit, a formal structure affects the impact of such signals by delin-eating opportunity corridors of admissible behaviors.Type:journal articleJournal:Human Resource ManagementScopus© Citations 15 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Role strain and role accumulation across multiple teams: The moderating role of employees’ polychronic orientationType:journal articleJournal:Journal of Organizational Behavior - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Resource Leverage, Resource Depletion: A Multilevel Perspective on Multiple Team Membership(American Psychological Association, 2021-04); Scopus© Citations 26 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Das Konzept Speed: Sieben Leadership-Prinzipien im Porsche MotorsportType:journal articleJournal:OrganisationsentwicklungIssue:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Leadership wird noch wichtiger! Vier Hebel der Modernisierung von FührungType:journal articleJournal:Personalführung : das Fachmagazin für PersonalverantwortlicheVolume:6