Research Article

The essence of transformation in a self-organizing team

  1. Yi-ming Tu1,
  2. Wei-yang Wang2,
  3. Ya-tsai Tseng3

Article first published online: 26 MAY 2009

DOI: 10.1002/sdr.416

Issue

System Dynamics Review

System Dynamics Review

Volume 25, Issue 2, pages 135–159, April/June 2009

Additional Information

How to Cite

Tu, Y.-m., Wang, W.-y. and Tseng, Y.-t. (2009), The essence of transformation in a self-organizing team. System Dynamics Review, 25: 135–159. doi: 10.1002/sdr.416

Author Information

  1. 1

    Department of Information Management, National Sun Yat-Sen University, Taiwan.

  2. 2

    Department of Information Management, National Kaohsiung University of Applied Sciences, Taiwan.

  3. 3

    Department of Business Administration, Tunghai University, Taiwan.

Publication History

  1. Issue published online: 26 MAY 2009
  2. Article first published online: 26 MAY 2009
  3. Manuscript Accepted:
  4. Manuscript Received:

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Abstract

This study explores the process through which a team dismantles its existing order and rebuilds a new one via innovations and changes spontaneously initiated by team members. With the quantitative system dynamics model built in this study, the essence of adaptation of the navigation teams is examined and some self-organization characteristics of the dynamic adaptation process are further identified and discussed. Although the system dynamics model is based solely on the case of a navigation team, the distributed cognition properties and mechanisms that are essential to social systems support the belief of this study that the model represents the common self-organization mechanisms in the evolutionary process of a team's shared working structure. Copyright © 2009 John Wiley & Sons, Ltd.

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