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Constructing the Team: The Antecedents and Effects of Membership Model Divergence

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  • Mark Mortensen

    (INSEAD, 77305 Fontainebleau, France)

Abstract

Scholars have established that team membership has wide-ranging effects on cognition, dynamics, processes, and performance. Underlying that scholarship is the assumption that team membership—who is and who is not a team member—is straightforward, unambiguous, and agreed upon by all members. Contrary to this assumption, I posit that mental models of membership increasingly diverge within teams as a result of changing environmental conditions. I build on the literatures on membership and on shared mental models to explore such “membership model divergence.” In a study of 38 formally defined software and product development teams, I test a model of structural and emergent drivers of membership model divergence and examine its effect on performance operating through team-level cognition. I use the findings of this study to explore its implications for both management theory and managerial practice.

Suggested Citation

  • Mark Mortensen, 2014. "Constructing the Team: The Antecedents and Effects of Membership Model Divergence," Organization Science, INFORMS, vol. 25(3), pages 909-931, June.
    • Handle: RePEc:inm:ororsc:v:25:y:2014:i:3:p:909-931
    DOI: 10.1287/orsc.2013.0881
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    References listed on IDEAS

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    Cited by:

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    3. Balzano, Marco & Marzi, Giacomo, 2023. "Exploring the pathways of learning from project failure and success in new product development teams," Technovation, Elsevier, vol. 128(C).
    4. Kerrissey, Michaela & Novikov, Zhanna & Tietschert, Maike & Phillips, Russell & Singer, Sara J., 2023. "The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications," Social Science & Medicine, Elsevier, vol. 320(C).
    5. Hendrik J. van de Brake & Frank Walter & Floor A. Rink & Peter J. M. D. Essens & Gerben S. van der Vegt, 2020. "Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure," Journal of Management Studies, Wiley Blackwell, vol. 57(8), pages 1502-1530, December.
    6. Bertolotti, Fabiola & Mattarelli, Elisa & Vignoli, Matteo & Macrì, Diego Maria, 2015. "Exploring the relationship between multiple team membership and team performance: The role of social networks and collaborative technology," Research Policy, Elsevier, vol. 44(4), pages 911-924.
    7. Mark Mortensen & Martine R. Haas, 2018. "Perspective—Rethinking Teams: From Bounded Membership to Dynamic Participation," Organization Science, INFORMS, vol. 29(2), pages 341-355, April.
    8. Ardito, Lorenzo & Ernst, Holger & Messeni Petruzzelli, Antonio, 2020. "The interplay between technology characteristics, R&D internationalisation, and new product introduction: Empirical evidence from the energy conservation sector," Technovation, Elsevier, vol. 96.
    9. Julija N. Mell & Daan van Knippenberg & Wendy P. van Ginkel & Pursey P. M. A. R. Heugens, 2022. "From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity," Journal of Management Studies, Wiley Blackwell, vol. 59(7), pages 1723-1755, November.

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