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Papers by Gerben van der Vegt

Proceedings - Academy of Management, Aug 1, 2022

Academy of Management Journal, Oct 1, 2006

Academy of Management Annual Meeting, 2011

Academy of Management Journal, Apr 1, 2023

Proceedings - Academy of Management, Aug 1, 2009

This study examines the influence of individual members' positive mood and perceived team fee... more This study examines the influence of individual members' positive mood and perceived team feedback on their facilitation of team learning. Results showed that positive mood was positively associate...

Journal of Occupational and Organizational Psychology, Jul 27, 2020

Journal of Organizational Behavior, Oct 18, 2018

Proceedings - Academy of Management, Jul 1, 2012

This study investigates the role of an individual team member’s breadth of functional experience ... more This study investigates the role of an individual team member’s breadth of functional experience (i.e., the degree to which he or she is a broad functional generalist) for his or her boundary spann...

Journal of Occupational and Organizational Psychology, Jul 2, 2020

Individuals in contemporary work organizations are often involved in multiple teams at the same t... more Individuals in contemporary work organizations are often involved in multiple teams at the same time. This study uses a social capital perspective to propose that employees’ multiple team memberships (MTM) offer the potential for individual performance benefits and detriments, depending on the characteristics of an employee’s information-sharing network. To test our predictions, we gathered both archival and survey data at an organization for applied research in the Netherlands. We found that individual MTM was indirectly associated with an employee’s overall job performance by increasing the size of his or her information-sharing network. As expected, however, this indirect relationship was contingent on the average strength of an employee’s network ties (i.e., the frequency of the respective interactions), such that MTM only improved overall performance when network ties were relatively weak. The indirect relationship between MTM and individual job performance was negative, by contrast, when an employee’s network ties were relatively strong. Together, these findings advance our understanding of the mechanisms and contingency factors that shape the performance consequences associated with individuals’ concurrent membership in multiple teams.

Journal of Applied Social Psychology, Dec 29, 2021

Group Processes & Intergroup Relations, Nov 23, 2022

This paper presents a contingency model on the effectiveness of dominance as a route to influence... more This paper presents a contingency model on the effectiveness of dominance as a route to influence in organizational work teams. In a field study ( n = 397 members from 54 work teams), we observed that perceived intra-team competition represents a key context factor that moderates the relationship between dominance displays and influence attainment. Although dominant members attained more influence than non-dominant members, their influence was proportionally greater when team competition was high, rather than low. A follow-up scenario experiment ( n = 429 participants) confirmed the proposed causal direction of this interaction effect. Moreover, this study showed that normative evaluations of (non-)dominant behavior drive the findings. Dominance displays were considered more appropriate, normal, and functional (i.e., normative) in teams with high competition, whereas non-dominant behavior was seen as more normative in teams where competition was low. Consequently, non-dominant members also gained influence in this last team situation, reducing the relative influence advantage of dominant members. The results support both the functional view and the contextual value perspective on hierarchy formation in teams, and inform organizations about how they can prevent dominance-based influence processes.

Proceedings - Academy of Management, Aug 1, 2019

Proceedings - Academy of Management, Aug 1, 2017

Academy of Management Journal, Aug 1, 2016

Organization Science

Multiteam structures are increasingly used to coordinate complex tasks between different groups. ... more Multiteam structures are increasingly used to coordinate complex tasks between different groups. To realize this potential, however, the members of a multiteam structure must manage a complex set of boundary relations within, between, and beyond the various constituent teams—boundary relations that can be cooperative, competitive, or some combination of both at the same time. This multimethod study provides insight into how multiteam structures can meet this challenge. Specifically, we examined how the different organizations that utilize and support the Dutch railway system learned to manage boundaries as they transitioned from a centralized, arms-length structure to a colocated, multiteam structure for coordinating disruption responses (i.e., the Rail Operations Control Center (ROCC)). In part 1 of our study, qualitative analyses of interview, observational, and archival data suggested that learning to manage boundaries within the ROCC was not simple or linear but evolved through ...

Academy of Management Proceedings, 2018

Although rules and procedures are oftentimes used to improve cost-effectiveness, they may also be... more Although rules and procedures are oftentimes used to improve cost-effectiveness, they may also be perceived as red tape that threatens employees’ autonomy. The additional administrative tasks and d...