Multiteam systems are increasingly used by organizations, but are difficult to coordinate effectively. Building from theory on representational gaps, we explain why coordination between teams in multiteam systems can be hindered by inconsistencies that exist between them regarding the definition of shared problems. We argue that frame-of-reference training, an intervention that is theorized to reduce representational gaps, can facilitate coordination and subsequent performance in multiteam systems. We studied the effects of frame-of-reference training on multiteam system coordination and performance in 249 multiteam systems comprised of specialized teams. Supporting our expectations, we found that: (a) frame-of-reference training had a positive effect on multiteam system performance by enhancing between-team coordination; (b) within-team coordination improved the relationship between frame-of-reference training and between-team coordination, ultimately improving multiteam system performance; and (c) the patterns by which within-team coordination leveraged our intervention depended on teams' specific functions. Our findings extend representational gaps theory, highlight the interdependencies between team-level and system-level coordination, and demonstrate the utility of frame-of-reference training in a new setting.

In this study we examine the relationship between two elements of the physical environment (workspace density and temperature) and performance in an action team context. We hypothesize that high levels of workspace density are beneficial for team performance and high temperature is detrimental to team performance. We further hypothesize that team processes will moderate these relationships. Using data on NASCAR pit crews, we found that workspace density behaved as we expected, as the highest performance levels held for teams with good team processes in an environment of high workspace density. For temperature, however, teams with better team processes actually suffered the most loss in performance due to high temperature. These findings suggest a need for more research on the effect of physical environmental factors on team performance.

In line with recent work which suggests that multiteam systems benefit from more centralized planning functions relative to stand-alone teams, we examine the importance of centralizing strategic execution (i.e., integrative) functions in multiteam systems. Building from representational gaps theory, we studied the effects of frame-of- reference training on strategic execution and multiteam system performance in 249 large multiteam systems comprised of three specialized component teams each with six members. We found that frame-of-reference training had direct positive effects on strategic execution and enhanced the relationship between coordination within component teams and strategic execution. Our findings extend our understanding of multiteam system leadership functions, highlight the interdependencies between component team coordination efforts, and demonstrate that frame-of-reference training can be effectively applied beyond the performance appraisal context to aid multiteam system functioning.

The topic of escalation of commitment has intrigued the organizational sciences for over 35 years. A variety of theoretical explanations have been offered for why escalation occurs, and numerous constructs have been examined as antecedents of escalation behavior. However, little effort has been made to systematically investigate these various accounts. Using meta-analysis, we present a comprehensive overview of the many determinants found in the literature, an analysis of the power of different theoretical perspectives, and an examination of the relative efficacy of the various theories. Drawing on our findings, we offer advice to managers and guidance for future research directions.