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The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this effort responds to the call for examining the temporal and dynamic aspects of teams.

Data (i.e. observations and audio recordings) was collected from the stand-up meetings of three high-performing Scrum teams across six points in time during two consecutive performance episodes (i.e. beginning, midpoint, end). After content coding the data, lag sequential analyses was used to examine patterns of executed team processes to determine whether particular process-sequences occurred significantly different from others.

Teams shifted between transition and action phase processes during performance episodes. During and across performance episodes, process-sequences primarily consisted of transition processes. When teams executed process-sequences consisting solely of action phase processes, their focus was on monitoring processes.

This study hopes that the findings here will serve to spur researchers to more fully investigate the relationship between process-sequences and team performance across various team types. However, limitations (e.g. small sample size, unknown point of teams’ life cycle and focus on explicit team processes) should be taken into account when building on the present findings.

This study contributes to a better understanding of the temporal and dynamic nature of team processes by analyzing how the team process and process-sequences occur across time. In addition, this study moves beyond most studies that assess team processes as static retrospective perceptions and consider their natural ordering.

In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as “creativity-as-mood-regulation,” where employees experiencing moods are envisaged to engage in creative behavior in the hope of regulating their moods. We further suggest that employees with different goal orientations will have different likelihoods of choosing creative activities to regulate their moods. Finally, we identify the specific goal-orientation conditions under which positive and negative moods may facilitate or depress creativity, and develop and discuss six related propositions.

Drawing on normal accident and high-reliability organizational theories, this study examines the impact of magnitude and likelihood of disruptions on surgical procedure performance. More importantly, the authors investigate the moderating role played by information exchange and risk management infrastructure in mitigating the negative effect of disruption on performance.

A nationwide multi-respondent survey was administered to operating room personnel to collect information on their experiences with disruptions experienced in surgeries. The survey data are analyzed to examine the relationship between operational disruptions and procedure performance. Additionally, the moderating roles of risk management infrastructure and information exchange on the relationship between disruptions and performance are investigated. The results obtained from the empirical analysis are validated using data from an ethnographic investigation of surgeries at a major hospital.

The results show that both the magnitude and the likelihood of a disruption adversely impact procedure performance. Interestingly, the authors find that risk management infrastructure and information exchange play different roles in mitigating the effect of disruptions on performance. The authors find that while risk management infrastructure helps mitigate the effect of magnitude of service disruptions, information exchange helps reduce the effects of likelihood of disruptions. The findings lend strong support to the theoretical assertions. By means of the participant–observer data collected from over 100 surgeries as part of the ethnographic investigation, the authors validate the key findings. The findings suggest that disruptions are common occurrences in surgical settings, but their performance impact may be lessened or altogether avoided with the proper information and risk management mechanisms in place.

This survey research extends the understanding of risk management by considering a context that is highly prone to disruptions. The authors adopt existing constructs pertaining to supply chain disruptions within this context and find new insights. The findings of the study show differential roles played by information exchange and risk management infrastructure in mitigating disruptions. This nuanced understanding provides directions for aligning efforts towards risk mitigation in surgical settings in a more focused way. This study supplements findings from survey data analysis with an examination of data collected by means of ethnographic investigation.

This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.

This study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.

The findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.

Due to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.

This study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.

This paper provides a direct test of the efficacy debate at the team level.

Extending a model of how teams learn, this paper aims to present a model of multiteam system (MTS) learning, comparing similarities and differences between how MTSs learn and how component teams learn. The paper describes the value of adaptive, generative and transformative learning for increasing MTS development over time.

The model proposes that environmental demands trigger adaptive, generative and transformative MTS learning, which is further increased by the MTS’s readiness to learn. Learning can happen during performance episodes and during hiatus periods between performance episodes.

Learning triggers coupled with readiness to learn and the cycle and phase of MTS process influence the learning process (adaptive, generative or transformative), which in turn influences the learning outcomes.

The study offers a number of research propositions with the idea that the model and propositions will stimulate research in this area.

This model allows MTS and component team leaders and facilitators to recognize that MTS learning is a process that is needed to help component teams work together and help the MTS as a whole perform in current and future situations, thereby improving MTS effectiveness.

Little attention has been given to the notion that MTSs learn and develop. This manuscript is the first to emphasize that MTSs learn and identify processes that can improve learning. Adaptive, generative and transformative processes describe how MTSs learn and produce changes in MTS structure and actions.

This study aims to explore how the use of a performance measurement system (PMS) reflects the compatibility between institutional logics at different levels. It emphasises the centrality of institutional logics behind actors’ expectations.

Drawing on pragmatic constructivism, the study assumes that a PMS is used coherently when it realises the values and beliefs of the actors involved. This requires that actors communicate and understand one another (communication coherence) and accept the PMS in use (value coherence). The study argues that a coherent use of a PMS reflects the compatibility between the institutional logics at the same (field levels) or different levels (field and societal levels). The empirical evidence comes from a large public hospital located in the south of Italy.

The empirical results describe episodes that highlight how the coherence in the use of PMS reflects the compatibility of institutional logics at different levels and episodes where the compatibility can be hindered by problems in the coherent use of the PMS related to value and communication coherence. A lack of communication and value coherence is highlighted in the use of PMS as “compromising accounts”.

The study sheds light on how coherence in the use of PMS reflects the compatibility between the institutional logics involved at different levels, suggesting that a focus on one prevailing logic must be avoided. The study extends logics compatibility beyond the field level to the societal level.

This paper aims to contribute to the area of museum experience research, by exploring how consumers build stories to tell different experiences generated from a visit to a museum and by viewing these inductive findings in the light of recent research on consumption experiences (Lanier and Rader, 2015).

A qualitative study is conducted. Twenty-three narratives were analysed relating a visit to ZKM museum in Karlsruhe (Germany) using narrative analysis techniques, as they are suitable to capture sensations, emotions and feelings.

ZKM museum emerges from the analysis of the narratives as a cradle for stochastic experiences (Lanier and Rader, 2015). The narratives develop several episodes that correspond to performance and liberatory experiences. A reconceptualization of the museal experience is proposed as a mesh of performance, stochastic or liberatory episodes, that capture the subject’s perspective.

The study was limited to students who were 19-23 years of age and to one museum. Future research should include a wider age group and other museums.

The findings provide useful insights for curators, educators and exhibit designers staging museal experiences.

The findings provide a better understanding of different experiences occurring in the same experiential context and their meaning from the subject’s perspective.

Lanier and Rader (2015) typology has not yet been tested in a museal context. The findings suggest that the same context can generate a set of various episodes (performance, liberatory, stochastic) within a given experience. From a methodological perspective, the results show that qualitative approaches are relevant to segment the museal offer based on sought experiences.

The purpose of this paper is to integrate job demands–resources theory and the episodic process model to examine the relationships between episodic cognitive mechanisms (i.e. cognitive interference and attentional pull), work engagement and performance. It is hypothesized that an episode characterized by less cognitive interference and more attentional pull (i.e. attraction toward the work activity) is associated with the highest levels of work engagement and job performance. Additionally, it is hypothesized that episodic challenge/hindrance job demands boost/diminish the positive relationship between episodic job resources and work engagement.

Using experience sampling methodology, 48 employees used their smartphones to complete surveys three times a day for one week, resulting in 266 observations.

Results of multilevel analyses suggest that episodic hindrance job demands (but not challenge job demands) moderate the positive relation between job resources and work engagement.

This study is unique in that it captures fluctuating cognitive processes (i.e. attentional pull and cognitive interference) that take place during work activities.

Drawing from research on personal resources (e.g., Baumeister, Bratslavsky, Muraven, & Tice, 1998; Fredrickson, 1998) and the episodic nature of work (Beal, Weiss, Barros, & MacDermid, 2005), we examine research and theory relevant to the study of momentary recovery in the workplace. Specifically, we propose that the nature of within workday breaks influences the levels of psychological resources, which in turn influence various workplace outcomes. First, we discuss the momentary approach to studying workplace breaks and consequent resource levels. In doing so, we distinguish between two types of breaks, respites and chores; and we detail two types of psychological resources, regulatory and affective resources. Consequences of psychological resource levels on emotional exhaustion and performance are considered. We also explore possible moderators of the proposed relationships; we discuss job and individual characteristics, and motivation to perform. Finally, we conclude the chapter with a brief discussion on future research and possible applications of the momentary approach to work recovery in organizations.

Multiteam systems (MTSs) have been employed across numerous organizations and occupations (e.g., healthcare, emergency disaster response, business, and military) to achieve complex goals over time. As MTSs are inherently different than team level and organizational level theories, this chapter highlights the defining features of these dynamic systems through a temporal lens. Thus, the main purpose of our chapter is to address the challenges and issues concerning MTSs over time in order to provide a future agenda to guide researchers and practitioners.

To explore temporality throughout this chapter, we leverage two key MTSs frameworks along with contributions from the literature to produce a review, which demonstrates the extent of MTS theoretical and practical findings. After reviewing the definitional components of MTSs, we highlight various compositional, linkage, and developmental attributes that operate within a system. We then expand upon these attributes to consider the structural features of the system that enhance boundaries between component teams (i.e., differentiation) and may disrupt the system over time (i.e., dynamism).

After reviewing and integrating current MTS literature, we provide a new conceptual framework for MTSs and their temporal complexities. We offer several methodologies that managers and researchers can employ to assess these complex systems and suggest practical recommendations and areas for future research as we continue to study MTSs.

Our original conceptual framework considers MTSs through a dynamic lens developing over time and suggests the need for future research to build upon this perspective.