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Power Asymmetry and Learning in Teams: The Moderating Role of Performance Feedback

Author

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  • Gerben S. Van der Vegt

    (Department of Human Resource Management and Organizational Behavior, University of Groningen, 9700 AV Groningen, The Netherlands)

  • Simon B. de Jong

    (Department of Human Resource Management and Organizational Behavior, University of Groningen, 9700 AV Groningen, The Netherlands)

  • J. Stuart Bunderson

    (John M. Olin School of Business, Washington University in St. Louis, St. Louis, Missouri 63130)

  • Eric Molleman

    (Department of Human Resource Management and Organizational Behavior, University of Groningen, 9700 AV Groningen, The Netherlands)

Abstract

Past research suggests that power asymmetry within teams can have a stifling effect on team learning and performance. We argue here that this effect is contingent on whether power advantages within a team are used to advance individual or collective interests. This study considers the moderating role of one factor that can influence the individual or collective orientation of team members---the type of performance feedback that a team receives. We propose that whereas individual feedback reinforces the negative effects of power asymmetry on team learning, group feedback fosters a collective orientation within a team that transforms power differences into a stimulus for team learning. Analysis of multisource, multimethod data obtained from 218 individuals in 46 teams provided support for these hypotheses. Results also suggested that team learning mediated the relationship between power asymmetry and team performance. These findings suggest that power asymmetry can be a resource for and not just an obstacle to team learning in power-asymmetric teams.

Suggested Citation

  • Gerben S. Van der Vegt & Simon B. de Jong & J. Stuart Bunderson & Eric Molleman, 2010. "Power Asymmetry and Learning in Teams: The Moderating Role of Performance Feedback," Organization Science, INFORMS, vol. 21(2), pages 347-361, April.
    • Handle: RePEc:inm:ororsc:v:21:y:2010:i:2:p:347-361
    DOI: 10.1287/orsc.1090.0452
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    References listed on IDEAS

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    3. Akgün, Ali E. & Lynn, Gary S. & Keskin, Halit & Dogan, Derya, 2014. "Team learning in IT implementation projects: Antecedents and consequences," International Journal of Information Management, Elsevier, vol. 34(1), pages 37-47.
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    14. Vandekerkhof, Pieter & Steijvers, Tensie & Hendriks, Walter & Voordeckers, Wim, 2019. "The effect of nonfamily managers on decision-making quality in family firm TMTs: The role of intra-TMT power asymmetries," Journal of Family Business Strategy, Elsevier, vol. 10(3), pages 1-1.
    15. Daniel Tzabbar & Jaclyn Margolis, 2017. "Beyond the Startup Stage: The Founding Team’s Human Capital, New Venture’s Stage of Life, Founder–CEO Duality, and Breakthrough Innovation," Organization Science, INFORMS, vol. 28(5), pages 857-872, October.
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    17. Chen, Tingting & Li, Fuli & Chen, Xiao-Ping & Ou, Zhanying, 2018. "Innovate or die: How should knowledge-worker teams respond to technological turbulence?," Organizational Behavior and Human Decision Processes, Elsevier, vol. 149(C), pages 1-16.
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