Research

Professor Mortensen studies the changing structure of teams and collaborative work. Moving beyond traditional models of hierarchical organizational structure and the more recent emphasis on teams, his research explores new team structures that do not fit historical models of team dynamics, yet are increasingly prevalent in today’s globally-dispersed, fast-moving economy. In particular, his research focuses on two such structures through the examination of both globally distributed and project-based work.

In his first stream of research, he studies the effects of geographic dispersion and technology mediation on interpersonal interaction. Moving beyond our traditional understanding of teams as collocated individuals, his research explores the effects of physical, temporal, technological, and configurational distance on team dynamics. Among the topics he has explored are:

1. The differing nature of conflict in geographically collocated and distributed teams. In these studies we examine the effects of geographic distribution on shared identity and shared context within global work teams. We highlight the critical role of spontaneous communication in fostering both, and in mitigating their effects on both interpersonal and task-based conflict.
2. The impact of dispersed team structure on effectiveness. In this study we explored the effects of imbalanced subgroups and geographic isolates on both interpersonal outcomes like identification and conflict and task-related outcomes like team-level memory and coordination effectiveness.
3. The relationship between first hand experience and knowledge. In this study we studied the effects of first hand experience - time spent face to face with distant collaborators onsite - on knowledge. We illustrate the differing roles of generalized knowledge (e.g. cultural intelligence) and knowledge of a specific other culture. Within the latter we introduce identify the phenomenon of reflected knowledge (knowledge of how the other sees one's home site) and illustrate the distinct effects of these different types of knowledge on cross-site trust.
4. The effects of distribution on construal level. In this paper we explore a well-tested psychological phenomenon - construal level - within the context of distributed work. We show that irrespective of other factors, simply being separated increases perceived psychological distance among distant collaborators, which in turn causes them to perceive one another at a more abstract level, increasing generalizations and affecting the malleability of impressions over time.

In his second stream of research, Professor Mortensen studies the effects of dynamic, interdependent collaboration on our traditional understanding of team dynamics. It is becoming increasingly difficult to find individuals working in the traditional “one-person, one-team” context – as most individuals work on multiple, partially overlapping, fluidly shifting projects. This raises numerous questions about the applicability and relevance of traditional models of team dynamics and processes. Among the topics he has explored in this domain are:

1. The effects of multiple team membership on learning and performance. In a series of studies, we both empirically examine and conceptually theorize about the effects of working simultaneously on multiple teams on team outcomes including learning and productivity.
2. The role of shared membership models on team dynamics. In this study I question a widely-held assumption in management theory and practice - that members of a team agree on that team's membership. With teams typically defined primarily via their membership, disagreement among the mental models of team membership held within a team has significant ramifications for team dynamics and effectiveness. I explore and find evidence of effects of unshared membership models on team dynamics and effectiveness.