Abstract

Information systems (IS) usage by team members within organizational teams is crucial to organizational work. Research shows that in addition to IS use, teams work through a number of processes (e.g., coordination, communication, conflict management, knowledge sharing) and develop emergent states (e.g., cohesion, ambidexterity) that influence their effectiveness. This research theoretically explores the distinction between team processes and emergent states and how they affect team outcomes. Specifically, it focuses on how the emergent state of team ambidexterity mediates the relationship between the team processes of IS usage and coordination and team performance. We conduct an observational study and a quantitative study with 106 team members in 33 teams in an organization. The findings indicate that team ambidexterity mediates the relationship between team IS usage and performance, as well as team coordination and performance. This research contributes to a better understanding of the construct of team ambidexterity and the concepts of team processes and emergent states and their relative roles in affecting team performance in technology-enabled work. We discuss the theoretical implications and contributions of our work and provide avenues for future research..

DOI

10.17705/1jais.00968

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