Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

2011/07/01 by Michael Boyer O’Leary, Mark Mortensen, Anita Williams Woolley · 4 citations
Decision Sciences · Psychology · Social Sciences · #Business #Computer science #Economic growth #Economics #Industrial organization #Knowledge Management and Sharing #Knowledge management #Management #Marketing #Operations management #Organizational behavior #Personal Information Management and User Behavior #Political science #Productivity #Psychology #Public relations #Sociology #Team Dynamics and Performance

paper · doi:10.5465/amr.2011.61031807

openalex publication_date 2011/07/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/06/11

Abstract

Organizations use multiple team membership to enhance individual and team productivity and learning, but this structure creates competing pressures on attention and information, which make it difficult to increase both productivity and learning. Our model describes how the number and variety of multiple team memberships drive different mechanisms, yielding distinct effects. We show how carefully balancing the number and variety can enhance both productivity and learning

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