A Tale of Two Hierarchies: Interactive Effects of Power Differentiation and Status Differentiation on Team Performance

作者：Nicholas A. Hays, Huisi Li, Xue Yang, Jo K. Oh, Andrew Yu, Ya-Ru Chen, John R. Hollenbeck, Bradley B. Jamieson · 发表于：Organization Science · 年份：2021 · DOI：10.1287/orsc.2021.1540 · 被引用次数：38 · 研究领域：Experimental Behavioral Economics Studies、Team Dynamics and Performance、Job Satisfaction and Organizational Behavior

Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examining the effects of power differentiation on team performance, contingent on status differentiation. We theorize that power differentiation is dysfunctional for teams with high status differentiation by increasing knowledge hiding, which undermines team performance. In contrast, we predict that power differentiation is functional for teams with low status differentiation by decreasing knowledge hiding, which improves team performance. In a field study, we found that power differentiation harmed team performance via knowledge hiding in teams with high status differentiation, but power differentiation had no effect on knowledge hiding or performance in teams with low status differentiation. In an experiment, we again found that power differentiation harmed team performance by increasing knowledge hiding in teams with high status differentiation. However, power differentiation improved team performance by decreasing knowledge hiding in teams with status equality. Finally, in a third study, we confirm the role of status differentiation in making team climates more competitive and examine the effect of power-status alignment within teams, f...