ABSTRACT
It was roughly a decade or so ago, and my colleagues Michelle Marks and Steve Zaccaro and I were struck by a phenomenon that we continued to witness. Those were the heydays of the transformation from more traditionally designed organizations to team-based approaches. Organizations were delayering, right sizing, and so forth; globalization was seriously taking root; mergers and alliance arrangements were being leveraged; and the digital revolution was upon us. Internally, organizations were moving away from traditional top-down management philosophies and advocating empowerment, self-management, shared leadership, and team-based designs. The research frontier was paralleling this movement with team-focused research flourishing and moving away from sterile laboratory-based work and into the field.
