Caught Between a Clock and a Hard Place: Temporal Ambivalence and Time (Mis)management in Teams

References

• Aeon B, Aguinis H (2017) It’s about time: New perspectives and insights on time management. Acad. Management Perspect. 31(4):309–330.Crossref, Google Scholar
• Amabile TM (1982) Social psychology of creativity: A consensual assessment technique. J. Personality Soc. Psych. 43(5):997–1013.Crossref, Google Scholar
• Ancona D, Waller MJ (2007) The dance of entrainment: Temporally navigating across multiple pacers. Rubin BA, ed. Workplace Temporalities (Emerald Publishing, Bingley, UK), 115–146.Crossref, Google Scholar
• Ancona DG, Okhuysen GA, Perlow LA (2001) Taking time to integrate temporal research. Acad. Management Rev. 26(4):512–529.Crossref, Google Scholar
• Argyris C (1993) Knowledge for Action: A Guide to Overcoming Barriers to Overcoming Change (Jossey-Bass, San Francisco).Google Scholar
• Ashforth BE, Rogers KM, Pratt MG, Pradies C (2014) Ambivalence in organizations: A multilevel approach. Organ. Sci. 25(5):1453–1478.Link, Google Scholar
• Bartel CA, Garud R (2003) Narrative knowledge in action: Adaptive abduction as a mechanism for knowledge creation and exchange in organizations. Easterby-Smith M, Lyles MA, eds. The Blackwell Handbook of Organizational Learning and Knowledge Management (Wiley-Blackwell, Hoboken, NJ), 324–342.Google Scholar
• Behfar K, Okhuysen GA (2018) Perspective—Discovery within validation logic: Deliberately surfacing, complementing, and substituting abductive reasoning in hypothetico-deductive inquiry. Organ. Sci. 29(2):323–340.Link, Google Scholar
• Bettenhausen KL, Murnighan JK (1985) The emergence of norms in competitive decision-making groups. Admin. Sci. Quart. 30(3):350–372.Crossref, Google Scholar
• Butler R (1995) Time in organizations: Its experience, explanations and effects. Organ. Stud. 16(6):925–950.Crossref, Google Scholar
• Chang A, Bordia P, Duck J (2003) Punctuated equilibrium and linear progression: Toward a new understanding of group development. Acad. Management J. 46(1):106–117.Crossref, Google Scholar
• Cohen SG, Bailey DE (1997) What makes teams work: Group effectiveness research from the shop floor to the executive suite. J. Management 23(3):239–290.Crossref, Google Scholar
• Droit-Volet S (2018) Intertwined facets of subjective time. Current Directions Psych. Sci. 27(6):422–428.Crossref, Google Scholar
• Ericksen J, Dyer L (2004) Right from the start: Exploring the effects of early team events on subsequent project team development and performance. Admin. Sci. Quart. 49(3):438–471.Crossref, Google Scholar
• Fisher CM (2017) An ounce of prevention or a pound of cure? Two experiments on in-process interventions in decision-making groups. Organ. Behav. Human Decision Processes 138:59–73.Crossref, Google Scholar
• Fisher CM, Pillemer J, Amabile TM (2018) Deep help in complex project work: Guiding and path-clearing across difficult terrain. Acad. Management J. 61(4):1524–1553.Crossref, Google Scholar
• Gable PA, Poole BD (2012) Time flies when you’re having approach-motivated fun: Effects of motivational intensity on time perception. Psych. Sci. 23(8):879–886.Crossref, Google Scholar
• Gersick CJG (1988) Time and transition in work teams: Toward a new model of group development. Acad. Management J. 31(1):9–41.Crossref, Google Scholar
• Gersick CJG (1989) Marking time: Predictable transitions in task groups. Acad. Management J. 32(2):274–309.Crossref, Google Scholar
• Goh KT, Fisher CM, Sommer SA (2022) The effect of formal time allocations on learning trajectories and performance. Small Group Res. 53(6):821–854.Crossref, Google Scholar
• Guetzkow H (1950) Unitizing and categorizing problems in coding qualitative data. J. Clinical Psych. 6(1):47–58.Crossref, Google Scholar
• Gurtner A, Tschan F, Semmer NK, Nägele C (2007) Getting groups to develop good strategies: Effects of reflexivity interventions on team process, team performance, and shared mental models. Organ. Behav. Human Decision Processes 102(2):127–142.Crossref, Google Scholar
• Hackman JR, Wageman R (2005) A theory of team coaching. Acad. Management Rev. 30(2):269–287.Crossref, Google Scholar
• Kaufman JC, Baer J, Cole JC, Sexton JD (2008) A comparison of expert and nonexpert raters using the consensual assessment technique. Creativity Res. J. 20(2):171–178.Crossref, Google Scholar
• Labianca G, Moon H, Watt I (2005) When is an hour not 60 minutes? Deadlines, temporal schemata, and individual and task group performance. Acad. Management J. 48(4):677–694.Crossref, Google Scholar
• Leroy S, Schmidt AM, Madjar N (2020) Interruptions and task transitions: Understanding their characteristics, processes, and consequences. Acad. Management Ann. 14(2):661–694.Crossref, Google Scholar
• Lim SGS, Murnighan JK (1994) Phases, deadlines, and the bargaining process. Organ. Behav. Human Decision Processes 58(2):153–171.Crossref, Google Scholar
• Locke K, Golden-Biddle K, Feldman MS (2008) Perspective—Making doubt generative: Rethinking the role of doubt in the research process. Organ. Sci. 19(6):907–918.Link, Google Scholar
• Mainemelis C (2001) When the muse takes it all: A model for the experience of timelessness in organizations. Acad. Management Rev. 26(4):548–565.Crossref, Google Scholar
• Mayo AT, Woolley AW (2021) Variance in group ability to transform resources into performance, and the role of coordinated attention. Acad. Management Discoveries 7(2):225–246.Crossref, Google Scholar
• McGrath JE (1991) Time, interaction, and performance (TIP): A theory of groups. Small Group Res. 22(2):147–174.Crossref, Google Scholar
• Metiu A, Rothbard NP (2013) Task bubbles, artifacts, shared emotion, and mutual focus of attention: A comparative study of the microprocesses of group engagement. Organ. Sci. 24(2):455–475.Google Scholar
• Mohammed S, Harrison DA (2013) The clocks that time us are not the same: A theory of temporal diversity, task characteristics, and performance in teams. Organ. Behav. Human Decision Processes 122(2):244–256.Crossref, Google Scholar
• Mohammed S, Nadkarni S (2011) Temporal diversity and team performance: The moderating role of team temporal leadership. Acad. Management J. 54(3):489–508.Crossref, Google Scholar
• Mohammed S, Nadkarni S (2014) Are we all on the same temporal page? The moderating effects of temporal team cognition on the polychronicity diversity–team performance relationship. J. Appl. Psych. 99(3):404–422.Crossref, Google Scholar
• Moon A, Chen S (2014) The power to control time: Power influences how much time (you think) you have. J. Experiment. Soc. Psych. 54:97–101.Crossref, Google Scholar
• O’Brien EH, Anastasio PA, Bushman BJ (2011) Time crawls when you’re not having fun: Feeling entitled makes dull tasks drag on. Personality Soc. Psych. Bull. 37(10):1287–1296.Crossref, Google Scholar
• Okhuysen GA (2001) Structuring change: Familiarity and formal interventions in problem-solving groups. Acad. Management J. 44(4):794–808.Crossref, Google Scholar
• Okhuysen GA, Eisenhardt KM (2002) Integrating knowledge in groups: How formal interventions enable flexibility. Organ. Sci. 13(4):370–386.Link, Google Scholar
• Okhuysen GA, Waller MJ (2002) Focusing on midpoint transitions: An analysis of boundary conditions. Acad. Management J. 45(5):1056–1065.Crossref, Google Scholar
• Radsma J, Bottorff JL (2009) Counteracting ambivalence: Nurses who smoke and their health promotion role with patients who smoke. Res. Nursing Health 32(4):443–452.Crossref, Google Scholar
• Rothman NB, Pratt MG, Rees L, Vogus TJ (2017) Understanding the dual nature of ambivalence: Why and when ambivalence leads to good and bad outcomes. Acad. Management Ann. 11(1):33–72.Crossref, Google Scholar
• Sackett AM, Meyvis T, Nelson LD, Converse BA, Sackett AL (2010) You’re having fun when time flies: The hedonic consequences of subjective time progression. Psych. Sci. 21(1):111–117.Crossref, Google Scholar
• Shipp AJ, Jansen KJ (2021) The “other” time: A review of the subjective experience of time in organizations. Acad. Management Ann. 15(1):299–334.Crossref, Google Scholar
• Singer JD, Willett JB (2003) Applied Longitudinal Data Analysis: Modeling Change and Event Occurrence (Oxford University Press, New York).Crossref, Google Scholar
• Sonenshein S (2014) How organizations foster the creative use of resources. Acad. Management J. 57(3):814–848.Crossref, Google Scholar
• Tang S, Richter A, Nadkarni S (2019) Subjective time in organizations: Conceptual clarification, integration, and implications for future research. J. Organ. Behav. 41(2):210–234.Crossref, Google Scholar
• van Harreveld F, Nohlen H, Schneider I (2015) The ABC of ambivalence: Affective, behavioral, and cognitive consequences of attitudinal conflict. Adv. Experiment. Social Psych. 52:285–324.Google Scholar
• Wageman R, Fisher CM, Hackman JR (2009) Leading teams when the time is right: Finding the best moments to act. Organ. Dynam. 38:192–203.Crossref, Google Scholar
• Waller MJ, Giambatista RC, Zellmer‐Bruhn ME (1999) The effects of individual time urgency on group polychronicity. J. Managerial Psych. 14(3–4):244–256.Crossref, Google Scholar
• Waller MJ, Zellmer-Bruhn ME, Giambatista RC (2002) Watching the clock: Group pacing behavior under dynamic deadlines. Acad. Management J. 45(5):1046–1055.Crossref, Google Scholar
• Wasserman S, Faust K (1994) Social Network Analysis: Methods and Applications (Cambridge University Press, Cambridge, UK).Google Scholar
• Weingart LR (1992) Impact of group goals, task component complexity, effort, and planning on group performance. J. Appl. Psych. 77(5):682–693.Crossref, Google Scholar
• Weingart LR, Olekalns M, Smith PL (2004) Quantitative coding of negotiation behavior. Interat. Negotiation 9(3):441–456.Crossref, Google Scholar
• Woolley AW (1998) Effects of intervention content and timing on group task performance. J. Appl. Behav. Sci. 34(1):30–46.Crossref, Google Scholar
• Woolley AW, Chow RM, Mayo AT, Riedl C, Chang JW (2022) Collective attention and collective intelligence: The role of hierarchy and team gender composition. Organ. Sci., ePub ahead of print June 7, https://doi.org/10.1287/orsc.2022.1602.Google Scholar
• Yu S, Greer LL (2023) The role of resources in the success or failure of diverse teams: Resource scarcity activates negative performance-detracting resource dynamics in social category diverse teams. Organ. Sci. 34(1):24–50.Link, Google Scholar
• Zerubavel E (1985) Hidden Rhythms: Schedules and Calendars in Social Life (University of California Press, Berkeley, CA).Google Scholar