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Impression Management Techniques III: Aligning Actions

Aligning actions are communicative strategies individuals employ to maintain social harmony and preserve personal identity in the face of potential disruptions to social norms. These actions are particularly important in managing social impressions when one's behavior might be seen as inappropriate, incompetent, or morally questionable.Types of Aligning ActionsThe three principal types of aligning actions are disclaimers, accounts, and apologies.DisclaimersDisclaimers are preventive; they are...
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Related Experiment Video

Updated: May 26, 2026

Operation of the Collaborative Composite Manufacturing (CCM) System
10:09

Operation of the Collaborative Composite Manufacturing (CCM) System

Published on: October 1, 2019

Coordinated action in multiteam systems.

Robert B Davison1, John R Hollenbeck, Christopher M Barnes

  • 1Eli Broad Graduate School of Management, Michigan State University, MI, USA. rdavison@mba1988.hbs.edu

The Journal of Applied Psychology
|December 29, 2011
PubMed
Summary
This summary is machine-generated.

Coordinated actions in multiteam systems can harm performance if not focused on critical teams. Effective system leadership and boundary spanners boost performance when aligning with the most vital component team.

Related Experiment Videos

Last Updated: May 26, 2026

Operation of the Collaborative Composite Manufacturing (CCM) System
10:09

Operation of the Collaborative Composite Manufacturing (CCM) System

Published on: October 1, 2019

Area of Science:

  • Organizational Psychology
  • Team Dynamics
  • Systems Theory

Background:

  • Traditional team and large organization coordination strategies may not apply to multiteam systems.
  • Multiteam systems (MTS) present unique coordination challenges due to their size and modular structure.
  • Understanding coordinated action within specialized, multi-component teams is crucial for system performance.

Purpose of the Study:

  • To investigate the impact of coordinated action on performance within multiteam systems.
  • To enrich multiteam system theory by integrating perspectives from team and organizational literature.
  • To determine how coordination strategies affect performance in specialized, modular teams.

Main Methods:

  • Empirical study of 233 correspondent systems, each with 3 specialized 6-person teams.
  • Utilized a "laboratory-like" and "field-like" exercise to simulate real-world conditions.
  • Analyzed the effects of inter-team coordination and system leadership on performance.

Main Results:

  • Coordination across component team boundaries at the team level can negatively impact performance.
  • Coordinated actions by boundary spanners and system leadership enhance performance.
  • Positive impact on performance is contingent upon actions being centered around the most critical component team for the task environment.

Conclusions:

  • Conventional coordination wisdom from traditional teams and large organizations is not directly transferable to multiteam systems.
  • The structure of multiteam systems, particularly modularity and size, influences coordination effectiveness.
  • Strategic alignment of coordinated actions with critical component teams is essential for optimizing multiteam system performance.