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• Article | Organizational Psychology Review | May 2020

  Into the Fray: Adaptive Approaches to Studying Novel Teamwork Forms

  Michaela Kerrissey, Patricia Satterstrom and Amy C. Edmondson

  Novel forms of teamwork—created by rapid change and growing diversity among collaborators—are increasingly common, and they present substantial methodological challenges for research. We highlight two aspects of new team forms that challenge conventional methods. Factors pertaining to change (e.g., in membership) create entitativity challenges such as whom to count as team members, while factors pertaining to difference (e.g., in expertise) create concordance challenges such as how to interpret disagreement in groups. We review research methods that are well suited to each of these specific challenges. We identify the particular challenges of studying teams that exhibit high difference and change simultaneously and call for adaptive methods that enable insight into how they work. Clarity about the dimensions of deviation from ideal team forms, along with shared terminology, will help researchers make and discuss tough methodological choices and assist reviewers in evaluating them.

  Keywords: team member fluidity; temporary teams; knowledge diversity; entitativity; concordance; methods; Groups and Teams; Problems and Challenges; Research;

  Citation:

  Kerrissey, Michaela, Patricia Satterstrom, and Amy C. Edmondson. "Into the Fray: Adaptive Approaches to Studying Novel Teamwork Forms." Special Issue on The Challenges of Working with "Real" Teams. Organizational Psychology Review 10, no. 2 (May 2020): 62–86.  View Details

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• Supplement | HBS Case Collection | April 2020

  Open Innovation at Fujitsu (C)

  Amy C. Edmondson and Jean-François Harvey

  Citation:

  Edmondson, Amy C., and Jean-François Harvey. "Open Innovation at Fujitsu (C)." Harvard Business School Supplement 620-126, April 2020.  View Details

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• Case | HBS Case Collection | April 2020

  Cockpit Dynamics in Air France 447 and United 232

  Amy C. Edmondson and Joshua Raymond

  This case compares leadership and team dynamics between the cockpit crews in two renown passenger airline crashes, twenty years apart: Air France 447 in 2009 and United 232 in 1989. The key dimensions of difference across the cases include organization and task sharing in the cockpit, leadership, the application of established procedures, ability to improvise to create new procedures, the type and quality of team communication, and the outcomes. Both flights encountered unexpected malfunctions; in one, teamwork and problem solving failed badly; in the other, the team collaborated extraordinarily well to try to solve the problem. The case discussion will focus on factors that enable effective teamwork under stress, the organizational conditions that lay the foundation for such teamwork, and the conditions under which dissent is vital to effective performance.

  Keywords: teams; Team Launch; crisis management; Crisis Management; Air Transportation Industry;

  Citation:

  Edmondson, Amy C., and Joshua Raymond. "Cockpit Dynamics in Air France 447 and United 232." Harvard Business School Case 620-127, April 2020.  View Details

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