An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system

Abstract

Purpose

The purpose of this study is to explore how integration teams can build trusting relationships in component teams to enhance their leadership capability within multiteam systems to achieve common superordinate goals. The study investigates how an integration team diagnoses contextual dynamics to enhance understanding of goals in component teams and spans boundaries to create trusting relationships.

Design/methodology/approach

The proposed model was tested by surveying 396 respondents nested within component teams working within five South African manufacturing companies. Structural Equation Modeling was used to analyse the data.

Findings

The study reveals that by diagnosing the contextual dynamics within a multiteam system and through boundary spanning, an integration team builds trusting relationships, which will, ultimately, enable teams to achieve common superordinate goals.

Practical implications

This study offers organisations insights into how multiple component teams of different functional disciplines can work effectively towards achieving an overall or common superordinate goal. It offers insights on how to mitigate misalignment challenges by implementing an integration team within the multiteam system context.

Originality/value

Research participants were employees within a manufacturing context, which sets this study apart from many previous ones conducted in a simulated environment within a military context. The study investigates building trusting relationships among multiple component teams within a multiteam system through the implementation of an integration team, which has not been specifically addressed in previous studies.

Citation

Huggins, R.A.C. and Scheepers, C.B. (2019), "An integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system", Team Performance Management, Vol. 25 No. 5/6, pp. 279-298. https://doi.org/10.1108/TPM-12-2018-0071