Research On The Relationship Between MTS Implicit Coordination And Process Performance

With the arrival of knowledge economy era and acceleration of the globalization, technology has been developing rapidly. The fierce competition of globalization make the enterprise faced with more and more complex market environment, the task are to be more challenge and require more flexible organization forms. Like team members from interdisciplinary and multi-fields, they should act in a collaborative way to each other. As the same time, Multi-team system theory was to be proposed. It is a new vision and new direction in human resource management research field and team research field. Multi-team System is consist of people who has different expertise background, they may come from different department or different organization, and it is a team across the scope of traditional boundaries. All teams within the Multi-team system, while pursuing different proximal goals, share at least one common distal goal. Compared with traditional teams, Multi-team system is much more closer to a temporary organization, more flexible in response to complex and challenging tasks. In this era featured by "Change", traditional team could hardly make response to it. This research focus on Multi-team implicit coordination, which in some extent can provoke managers or researchers in the field of teams, meanwhile, it can provide important methodology for improving team performance.R&D teams as the core force of knowledge workers, has becoming the mainstream form of organization in technological development. This article select R&D teams in High-tech enterprises as main subject, discussed the relationship between Multi-team implicit coordination and process performance. Firstly, based on relevant literature, the paper illustrates the theory of Multi-team and implicit coordination, and then build the mechanism between MTS implicit coordination and MTS process performance. Some basic assumptions for the purpose of this study were also put forward. Secondly, we collect the data by using the method of questionnaire.205valid questionnaires is analyzed by conducting hierarchical regressions and questionnaires is analyzed by conducting hierarchical regressions and to test the hypotheses in this study. The main conclusions of this study are as follows:(1) Mul-titeam implicit coordination contains two dimensions:anticipation and dynamic adjustment. The two dimensions are not separate to each other, but show a significant positive correlation, they interact with each other to constitute mul-iteam implicit coordination.(2) There is a significant positive correlation between dynamic adjustment and MTS Operation status. MTS Operation status contains two dimensions:team communication and knowledge sharing. It suggests that anticipation has a significant positive correlation to knowledge sharing as well.(3) There is a significant positive correlation between implicit coordination and MTS stage-results. MTS stage-results contains three dimensions:budget control, R&D performance and supporting.Finally, we take analysis on the summary and related conclusion. The shortage is briefly analysed await perfect henceforth.