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This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

This paper explores the impact of multiple team membership (MTM) on the productivity of team members in engineering consulting firms. MTM refers to employees participating concurrently in multiple teams, a concept closely linked to projectification. Despite the fact that this concept can enhance collaboration, it also introduces coordination challenges that may negatively affect productivity.

Through an inductive approach involving 12 semi-structured interviews with engineering consulting professionals specializing in water and energy infrastructure projects, this paper examines the factors affecting team member productivity in an MTM setting. Following the interviews, a Delphi technique was employed, engaging 16 experts to rank the factors and sub-factors identified from the interview data. This two-stage approach ensured a comprehensive and validated assessment of productivity factors.

This study develops 8 factors process model grounded in structuration theory to explain the socio-technical mechanisms by which multiple team membership shapes productivity outcomes in engineering consulting firms specialized in water and energy infrastructure projects. Key findings surface micro-foundations, tensions in technology provisions, planning processes, and career development that inform theoretical advances and practical improvements.

This research contributes empirically insights into managing MTM in expert service contexts. Applying Giddens' structuration theory, this study reveals how agency and structures shape productivity across organizational, team, and individual levels. In practice, this study provides recommendations for improving productivity within projectified environments, mainly for team members working in an MTM environment in engineering consulting firms specializing in water and energy infrastructure projects.

This study aims to explore psychological safety as a potential moderating mechanism for the relation between functional diversity and individual perceptions of learning, and functional diversity and team performance in self-assembled teams.

To test these relationships, the authors conducted a cross-level, time-lagged, quasi-experiment, using a sample of 143 self-assembled teams. In one condition, participants formed into functionally diverse teams, and in another condition, participants formed functionally homogeneous teams.

Results suggest that functional diversity and psychological safety have an interactive effect on both individual learning and self-assembled team performance, albeit in different directions. Specifically, low psychological safety was more deleterious for individuals on functionally diverse teams than functionally homogeneous teams when it came to perceptions of learning, but the opposite was true when it came to team performance.

The results of this study indicate that it is critical to train team members on developing psychological safety, both in traditional and functionally diverse contexts.

In the past decade, financial austerity has brought significant pressure upon emergency services in the UK. For the British Government, one approach to alleviate this pressure was to increase collaborative efforts in core functions (e.g. information systems and technology) between multiple organisations. Despite the consensus that collaborations are key in addressing complex problems, the majority fail or become discontinued. This research explores the development of collaborative information infrastructures between one Police Force and two Fire and Rescue Services in the UK, with a specific focus on how the difference in culture, identities and rules and norms, can work in a collaborative emergency service environment.

This study investigated an example of successful development of a collaborative information infrastructure within the context of public safety and, specifically, the technology-based structures that underpin information management. A case study approach was taken, combining semi-structured interviews, document analysis and site visits. The study used activity theory as a theoretical and analytical framework.

The research revealed that creating a shared identity is not essential in emergency services collaboration, and organisations may maintain their separate identity, given they address other elements of the activity system (e.g. leadership, motivated subjects). However, pursuing this strategy will create multiple tensions throughout the collaboration process.

The study contributes to the information systems literature concerning inter-organisational collaborations in the public sector providing a novel view to the implications of maintaining separate identities, and the significance of misalignment between interacting activity systems.

This research explores the impostor phenomenon (IP) within the context of gender and leadership, aiming to transform impostor feelings into catalysts for leadership empowerment and positive career outcomes.

Utilizing grounded theory, this study conducts in-depth interviews with 34 female Spanish senior executives to analyze their experiences with IP.

The research reveals that top executive women are not only affected by IP but can also harness it to foster personal and professional growth. It identifies key strategies – such as self-reflection, effective communication and cultivating positive habits – that enable women to transform IP into a lever for enhancing their careers. This approach leads to a proposed virtuous cycle model that empowers women to overcome the negative impacts of IP and advance their leadership capabilities.

This study contributes to the literature on gender and leadership by offering insights into the gendered nuances of IP. By framing IP as a potential catalyst for growth rather than a barrier, the study provides practical tools for human resource (HR) departments to promote gender diversity at senior levels. It also advocates for HR practices to dismantle internal barriers to women’s career progression and address conscious and unconscious gender biases.

This paper aims to investigate the role of collaborative leadership in government digital transformation in the Sultanate of Oman. To analyze collaborative leadership, the research examines four exogenous variables: self-directed team, power-sharing, relational intelligence and agility. The endogenous variable chosen to represent Oman's e-Government performance is organizational performance.

A quantitative method was applied to gather cross-sectional data in a questionnaire survey. Using a stratified sampling technique, the data were collected from 100 information and communication technology and e-government officials who assume leadership responsibilities. Partial least square structural equation modeling (PLS-SEM) examined measurement and structural models.

The role of collaborative leadership in the performance of government digital transformation in the Sultanate of Oman was examined in this study. Collaborative leadership was categorized into four exogenous variables: self-directed team, power-sharing, relational intelligence and agility. Oman’s e-government performance operationalized as the organizational performance was selected as the endogenous variable. The results show that the self-directed team and agility components of collaborative leadership significantly positively impacted the performance of government digital transformation in the Sultanate of Oman.

The major limitation of this research was that the study covered only four collaborative leadership attributes: self-directed teams, power-sharing, relational intelligence and agility. The study should have covered building trust, commitment, emotional intelligence, vision and communication skills.

These results are important for government policy creators and decision-makers aiming to enhance government digital transformation performance by leveraging collaborative leadership.

Addressing collaborative leadership in management can be done through awareness of its importance to critical decision-makers and embedding it in the organization's governance, policies and human resource career path. In particular, it is recommended that public sector leaders continuously monitor self-managing teams and teamwork practices within the organization.

The originality and contribution of the above article lie in its investigation of the role of collaborative leadership in the context of government digital transformation in the Sultanate of Oman. The study contributes to the existing literature by examining the impact of four exogenous variables, self-directed team, power-sharing, relational intelligence and agility, on collaborative leadership. Additionally, the research uses a quantitative approach and uses PLS-SEM to analyze the data. The findings highlight the significant positive impact of self-directed team and agility components of collaborative leadership on the performance of government digital transformation. These insights provide valuable implications for government policy creators and decision-makers aiming to enhance digital transformation in the public sector by effectively implementing collaborative leadership strategies.

This study identifies three main CSR motivations (i.e. strategic benefits, altruism and greenwashing) and explores the relationship between CSR motivations and environmental collaboration by considering the mediating role of environmental commitment and the moderating role of team autonomy.

The data collected from 336 respondents in the construction industry, structural equation modeling and bootstrapping were used to test hypotheses.

The findings show that altruistic CSR enhances environmental collaboration through enhancing environmental commitment, whereas greenwashing CSR damages environmental collaboration through reducing environmental commitment. Although there is no direct association between strategic CSR and environmental collaboration, environmental commitment mediates the effects of strategic CSR on environmental collaboration. Moreover, the positive effect of strategic CSR and altruistic CSR on environment commitment is stronger when team autonomy is stronger, whereas the negative effect of greenwashing CSR on environment commitment is weaker when team autonomy is stronger.

The findings contribute to the understanding of how CSR motivations can act as catalysts for collaborative efforts in addressing environmental issues within construction projects and offer theoretical understanding of team autonomy by illustrating its role in shaping organizational responses to CSR motivations. The findings can provide insights into why and how participating teams can collaborate better on environmental management, enriching the knowledge of environmental management practices in construction projects.

Online medical teams (OMTs) have emerged as an innovative healthcare service mode that relies on the collaboration of doctors to produce comprehensive medical recommendations. This study delves into the relationship between knowledge collaboration and team performance in OMTs and examines the complex effects of participation patterns.

The analysis uses a dataset that consists of 2,180 OMTs involving 8,689 doctors. Ordinary least squares regression with robust standard error is adopted for data analysis.

Our findings demonstrate a positive influence of knowledge collaboration on OMT performance. Leader participation weakens the relationship between knowledge collaboration and team performance, whereas multidisciplinary participation strengthens it. Passive participation and chief doctor participation have no significant effect on the association between knowledge collaboration and OMT performance.

This study provides valuable insights into how knowledge collaboration shapes OMTs' performance and reveals how the participation of different types of members affects outcomes. Our findings offer important practical implications for the optimization of online health platforms and for enhancing the effectiveness of collaborative healthcare delivery.

This article summarizes practitioner observations on three research questions. First, the factors that lead to the emergence and persistence of such teams. Second, the repercussions of siloed teams. And third, practical suggestions and recommendations that practitioners can employ to prevent silo formation or address existing silos. This article thus complements recent academic work that has previously explored the formation of silos.

The authors used the input of current team leads from a focus group along with their consulting experience to explore these three research questions. The team lead input and consulting expertise are integrated with academic research on silos.

The emergence and persistence of silos was mostly attributed to company characteristics (size, growth and stakeholder management) as well as communication inefficiencies (lack of role clarity and ownership within teams), which in turn were impacted by situational variables (pandemic and turnover). The authors noted the effect of team composition effects, team competition and organizational changes (rapid growth and restructuring) as potential contributors to the formation and persistence of silos. The team lead experts and our consulting experiences were congruent with the literature focused on repercussions of silos, from poor information exchanges to inefficiencies, divisions and perceived isolation of teams from the organization. Solutions focused on project organization and documentation as well as the adoption of new decision-making tools and practices, and the creation of more exchange and learning opportunities. The authors added additional options to promote more visibility, appreciation, proactive monitoring within teams and organizational identification initiatives.

The current article adds a pragmatic perspective to silos and how organizations can address these when they become problematic and hinder performance and collaboration.

This paper aims to adopt the dynamic capabilities view to investigate the relationship between managerial ties (i.e. business and political ties), dynamic capabilities and innovation climate on ambidextrous innovation (i.e. balanced and combined ambidextrous innovation), in the renewable and sustainable energy context. It also examines the mediating effects of dynamic capabilities between managerial ties and ambidextrous innovation (i.e. balanced and combined ambidextrous innovation), and moderating effects between dynamic capabilities and ambidextrous innovation relationships.

Multilevel analyses conducted using AMOS 26 on 288 employees working in 47 UAE energy firms.

Results found that business ties influences balanced and combined ambidextrous innovation indirectly, whereas political ties only impact combined ambidextrous innovation indirectly through dynamic capabilities. Dynamic capabilities insignificantly mediated managerial ties–ambidextrous innovation and political ties–balanced ambidextrous innovation relationships, with stronger indirect effect on combined than on the balanced dimension. Findings also indicate that innovation climate is the crucial moderator between dynamic compatibilities and ambidextrous innovation, as well as balanced and combined ambidextrous innovation, with stronger effect on balanced dimension than the combined.

This study addresses recent calls by highlighting the role of dynamic capabilities, an important yet underexplored organizational capabilities in the innovation and ambidexterity literature. Also, this study advances insight into how balanced and combined exploration–exploitation innovation and dynamic capabilities are connected and enhances the understanding into how organizational factors stimulate dynamic capabilities leading to superior innovation.