The influence of heterogeneous team interaction patterns on team adaptation process in non-routine contexts

Abstract

In today’s business environments, dynamic contexts are becoming more and more prevalent. Multinational corporations (MNC) are even more so affected as they depend on diverse teams in different environments on a global level for their survivability. It can be said that teams that are unable to adapt to non-routine contexts are most likely to fail. Teams are characterised as complex adaptive systems as they are interdependent on each other, and they have complex non-linear interaction patterns which mediate their success. The task contexts within which MNC teams operate with mediators may require varying adaptive responses, furthermore, organizational, team and individual level factors are all antecedents which influence the team adaptation process. A qualitative research method based on an embedded case study was used to interview 17 individuals from 5 subsidiaries and the headquarters team to gain data on the influence of heterogeneous interaction patterns on team adaptation process within a non-routine context. The individuals were purposely chosen and represented different management levels within the MNC. Seven key constructs were identified which included, team interaction patterns, non-routine contexts, uncertainties, team adaptation process, organization culture and climate, subsidiary autonomy, and headquarters-subsidiary (HQ-subsidiary) tensions. The constructs and conceptual model adapted from literature to suit the dynamics on an MNC was used to guide the study. The key outcomes of the research were that heterogeneous interaction patterns did not have a positive effect on team adaptation process, and that teams requested more coordination and effective communication. It was found that organizational and team level antecedents had a high influence on the team adaptation process which was pivotal for success. The MNC had overlooked key antecedents to successful team adaptive outcomes and immersed itself into the actual team adaptation process. The research showed that there would be benefits to following the adaptation process starting with antecedents on an organizational level.