Multiple Team Membership and Individual Job Performance: The Role of Employees' Information-Sharing Networks

Brake, van de, H., Walter, F., Rink, F., Essens, P. & Vegt, van der, G., 27-Jul-2020, In : Journal of Occupational and Organizational Psychology.

Research output: Contribution to journalArticleAcademicpeer-review

Individuals in contemporary work organizations are often involved in multiple teams at the same time. This study uses a social capital perspective to propose that employees’ multiple team memberships (MTM) offer the potential for individual performance benefits and detriments, depending on the characteristics of an employee’s information-sharing network. To test our predictions, we gathered both archival and survey data at an organization for applied research in the Netherlands. We found that individual MTM was indirectly associated with an employee’s overall job performance by increasing the size of his or her information-sharing network. As expected, however, this indirect relationship was contingent on the average strength of an employee’s network ties (i.e., the frequency of the respective interactions), such that MTM only improved overall performance when network ties were relatively weak. The indirect relationship between MTM and individual job performance was negative, by contrast, when an employee’s network ties were relatively strong. Together, these findings advance our understanding of the mechanisms and contingency factors that shape the performance consequences associated with individuals’ concurrent membership in multiple teams.
Original languageEnglish
JournalJournal of Occupational and Organizational Psychology
Early online date27-Jul-2020
Publication statusE-pub ahead of print - 27-Jul-2020


  • multiple team membership, information-sharing, job performance, the strength of weak ties

ID: 128577036