Adaptation to Self-Managing Work Teams

Abstract

Two studies examined the team member characteristics (Big Five personality traits and attitude toward self-managing teams) that predict successful adaptation to participation in self-managing work teams (SMWTs) as assessed by self-ratings and manager ratings. Adaptation is conceptualized as having an immediate or short-term dimension (performing the team’s task well) and an enduring or long-term dimension (full cooperation in the team and commitment to team self-management). In both studies, member conscientiousness and attitude toward SMWTs were linked significantly to member self-ratings of long-term adaptation; attitude toward SMWTs, a malleable characteristic, was the strongest predictor. Short-term adaptation did not predict member self-ratings of long-term adaptation. However, short-term adaptation was the strongest predictor of manager ratings of member long-term adaptation. Results suggest that team members focus on internal feelings to assess their long-term (i.e., full) adaptation, whereas managers focus on short-term outcomes to assess long-term adaptation. Implications are discussed.