Getting the “I” Out of Multiteam Systems: A Case Study from the Financial Services Industry

Abstract

Purpose

Multiteam systems (MTSs) comprise much of the financial corporate landscape. However, little is known about these MTSs regarding formation, goal setting, daily operation, and maintenance. In order to learn more about the ways in which these MTSs might operate and the tasks they may be charged with, the authors interviewed professionals from the financial industry.

Methodology

The current chapter presents a case study analysis based on information gathered from these interviews and proposes directions for future research efforts.

Findings

The information gathered suggests that there is much opportunity for MTS research in the corporate sector, particularly in the financial services industry. Information from the case study also suggests that individual differences can hinder group process and organizational change.

Originality/value

This chapter contributes to the literature on MTSs by discussing multiteam situations as they relate to executive management, higher-level leadership, and organizational change in a particular financial services company.

Citation

Allison, B.B. and Shuffler, M.L. (2014), "Getting the “I” Out of Multiteam Systems: A Case Study from the Financial Services Industry", Pushing the Boundaries: Multiteam Systems in Research and Practice (Research on Managing Groups and Teams, Vol. 16), Emerald Group Publishing Limited, Leeds, pp. 185-203. https://doi.org/10.1108/S1534-085620140000016008