Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover

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Author(s)Mistry, Sal
Author(s)Kirkman, Bradley L.
Author(s)Moore, Ozias A.
Author(s)Hanna, Andrew A.
Author(s)Rapp, Tammy L.
Date Accessioned2022-06-10T16:36:56Z
Date Available2022-06-10T16:36:56Z
Publication Date2022-04-23
DescriptionThis is the peer reviewed version of the following article: Mistry, S., Kirkman, B. L., Moore, O. A., Hanna, A. A., & Rapp, T. L. (2022). Too many teams? examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover. Personnel Psychology, 00, 1– 28. Advance online publication. https://doi.org/10.1111/peps.12515, which has been published in final form at https://doi.org/10.1111/peps.12515. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited. This article will be embargoed until 04/23/2024.en_US
AbstractAs the prevalence of multiple team membership (MTM) arrangements continues to grow, researchers have argued that shifting between teams and work roles induces MTM identity strain and other harmful outcomes. Drawing from work role transitions research on role identity and integrating it with social identity theory, we investigate this line of reasoning by conducting two studies, one field and one online panel study, focusing on blended MTMs, in which employees are concurrently assigned to a permanent team and several temporary project teams. Specifically, we examine the theoretical mechanisms explaining a positive relationship between number of temporary teams and turnover decisions. In Study 1, we surprisingly found that number of temporary teams negatively related to turnover decisions through MTM identity strain with permanent team identification strengthening this effect. In contrast, in Study 2, we found support for the hypothesized relationships: number of teams indirectly positively related to turnover intentions, mediated by MTM identity strain and cognitive depletion, and permanent team identification weakened the indirect effect. We provide explanations for these mixed findings and suggest theoretical and practical implications for MTM research.en_US
CitationMistry, S., Kirkman, B. L., Moore, O. A., Hanna, A. A., & Rapp, T. L. (2022). Too many teams? examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover. Personnel Psychology, 00, 1– 28. Advance online publication. https://doi.org/10.1111/peps.12515.en_US
ISSN1744-6570
URLhttps://udspace.udel.edu/handle/19716/30981
Languageen_USen_US
PublisherPersonnel Psychologyen_US
Keywordsmultiple team membershipsen_US
Keywordsrole identificationen_US
Keywordsstrainen_US
Keywordscognitive depletionen_US
Keywordsturnoveren_US
TitleToo many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnoveren_US
TypeArticleen_US
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