Coordinating Expertise in Software Development Teams
Management Science
Distal and Local Group Learning: Performance Trade-offs and Tensions
Organization Science
Coordination in Fast-Response Organizations
Management Science
What Competition? Myopic Self-Focus in Market-Entry Decisions
Organization Science
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Organizations increasingly rely on teams to formulate plans and respond in critical situations. However, current models of team process are insensitive to the effects of team strategic orientation. This paper expands existing work on team process and strategic orientation to introduce and explicate the constructs of offensive and defensive strategic orientations in teams. It takes advantage of a rare opportunity to observe eight counterterrorism teams in the intelligence community that explicitly adopted an offensive or defensive strategic orientation in evaluating terrorist threats. The resulting inductive model suggests that the strength of a team's strategic orientation was enhanced or inhibited by its perception of oppositional strength and the problem scope it assumed in confronting the adversary. This in turn had effects on the work strategy the teams adopted, the extent to which they relied on internal versus external knowledge, and the norms for effort that evolved within the teams. The observations suggest broader theoretical implications for research on teams, as the “offense” and “defense” strategic orientations influence fundamental team processes related to effort, performance strategy, and use of member knowledge and skill.