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Saturation is a critical yet vaguely defined concept in qualitative research, referring to the point where new data cease to yield additional insights about the studied phenomenon. We reviewed 429 influential sources addressing saturation and documented a lack of clarity and inconsistencies in how saturation is defined, assessed, and reported. Its unclear definition and inconsistent assessment result in excessive data collection or premature data gathering cessation. Significantly, a vague definition, assessment, and reporting of saturation affects a study's trustworthiness and, consequently, has detrimental implications for theory development and testing. To address these challenges, we offer a decision-making process to guide, but not dictate, how to define, assess, and report evidence that saturation has been reached. Our recommendations simultaneously accommodate different theoretical and design approaches and enhance transparency and trustworthiness in qualitative studies. We discuss how the proposed methodological improvements have important implications for advancing management theory development and testing. [ABSTRACT FROM AUTHOR]

Despite the progress in advancing our understanding of multiple team membership (MTM), much remains to be learned, particularly with regard to broadening the theoretical perspectives used to examine employees' experiences across their multiple teams. Prior studies have primarily considered the effects of multiteaming on individuals from a stress or constraint perspective, highlighting the negative implications for employees in these arrangements. Yet, research drawing on different theoretical lenses also indicates that MTMs have positive implications. To address this limitation, this symposium emphasizes innovating for the future by bringing together five papers that showcase multiple theoretical perspectives to explain the effects of multiteaming on individuals (e.g., COR theory, interactionist perspective on roles, and social exchange theory), thereby advancing unanswered questions that extend theory by examining the impact of MTM on individual, team, and organizational outcomes in the experiences of MTM employees across their teams (e.g., fatigue, stress, and knowledge exchange). These papers also showcase a variety of research designs, including qualitative and quantitative approaches (e.g., multilevel models, daily team switching, a multiple-embedded case study) in various contexts (e.g., global emergency crises and mixed teams of multiteamers and single-teamers). We hope to provide a forum that advances promising areas for future MTM research. Daily Multiple Team Membership Stress and Its Consequences: A Within-Person Study Author: Luca Haaks; LMU Munich Author: Stefan Berger; U. of Groningen Author: Max Reinwald; LMU Munich Author: Martin Hoegl; LMU Munich When Do MTMs Increase Role Conflict and Harm Employee Outcomes? The Moderating Role of Skill Variety Author: Tammy L. Rapp; Ohio U. Author: Saleem Mistry; U. of Delaware Author: Bradley L. Kirkman; North Carolina State U. How Multi-Teamers' Knowledge Sharing Benefits Themselves, Single-Teamers, and Their Teams Author: Hendrik Johan Van De Brake; Hendrik van de Brake Author: Stefan Berger; U. of Groningen Balancing the Multifaceted Nature of Passion in MTMs: Insights from Global Emergency Teams Author: Monika Maslikowska; U. of Zurich Optimizing the Matrix: Integrating Matrix Structure and Multiple Team Membership Research Author: Raveh Harush; Bar-Ilan U. Author: Yehuda Salhov; Bar Ilan U. [ABSTRACT FROM AUTHOR]

There are indicators we are entering a new era for MTM research, by moving beyond the structural approach that has characterized MTM research to date, to focus on important and under-researched issues, such as the nature of employees' experiences in an MTM context. Although team research suggests that the experiences of members impact team functioning, these lines of reasoning have not, until recently, made their way to MTM research. To overcome this limitation, this symposium showcases five papers that use a variety of theoretical perspectives, research designs (i.e., qualitative, quantitative), contexts (e.g., healthcare, automotive manufacturer, online panels), methodologies, and analytical methods (i.e., meta-analysis, content/thematic analysis). The symposium focuses on surfacing and advancing unanswered questions that extend theory and can offer fruitful directions for MTM research by examining critical individual and team level outcomes (e.g., individual/team performance, individual counterproductive and organizational citizenship behavior, individual learning, individual turnover intentions, organizational commitment) in the experiences of MTM employees across their teams (e.g., goals, functions, roles). We hope to provide a forum to advance unanswered questions that offer fruitful directions for MTM research. The Pros and Cons of Multiple Team Membership: Exploring Underlying Mechanisms & the Role of Overlap Author: Rebecca Grossman; U. of Central Florida Leveraging Expertise in Interorganizational Collaboration: Roles of Goal and Expertise Awareness Author: Esther Sackett; Santa Clara U. Keeping the Balls in the Air: Job Crafting in Multiple Team Membership Author: Helene Tenzer; LMU Munich School of Management Examining MTM Time Fracture, Attention, Residue, and Personal Resources in Predicting Performance Author: Manuel J. Vaulont; Northeastern U. Team Memberships, Work-Related Strain, & Performance: An Interdisciplinary Multilevel Meta-Analysis Author: Sal Mistry; U. of Delaware [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic saw employees deal with loss of closed ones, social isolation, increased family obligations, health issues, all at once. This has brought a renewed spotlight on how employees deal with their mental health, well-being as well as grief of losing loved ones. While employees continue to adjust and explore what work means to them, organizations acknowledge the need to address the concerns of their employees. Against this phenomenological backdrop, our symposium aims to explore to the conference's theme of putting the worker front and center from a mental health perspective. We present qualitative, quantitative, and theoretical work aimed at advancing our understanding of grief, well-being, and mental health at work. The symposium includes five papers showcasing the perception of mental health, the impact of grief and mortality salience on employees and organizations, and the impact of workplace relationships with colleagues on well-being. Together with discussion, led by Prof. Michelle Duffy, the papers aim to provide insight into the context of grief, stress, and well-being and build, support, and sustain a community of scholars interested in grief, wellbeing and employee mental health. Coping with Personal Grief at Work: The Role of Job Crafting and Work-Related Relationships Author: Lidiia Pletneva; ESSEC Business School Mortality Salience in the Workplace: The New Challenge for Managers Author: Nicolina Leeann Taylor; U. of Kentucky Author: Ozias Moore; Lehigh U. Author: Kelly Pledger Weeks; Rhodes College The Impact of Workplace Relationships on Wellbeing via Mindfulness Author: Nilotpal Jha; Lee Kong Chian School of Business, Singapore Management U. Author: Jochen Matthias Reb; Singapore Management U. Mental-Health Models of HR Managers: A Qualitative Study Author: Sukanya Sangar; Research Associate Indian Institute of Management Ahmedabad Author: Neha Tripathi; Assistant Professor Indian Institute of Management Ahmedabad Grief, workplace support, and work outcomes: A literature review and future directions Author: Cheryl K. McIntosh; Missouri Western State U. [ABSTRACT FROM AUTHOR]

Allies have played instrumental roles in efforts to address inequity in society. In the wake of civil unrest triggered by the shooting deaths of unarmed Black people, the brutalization of Asian Americans during the COVID-19 pandemic, and state legislatures passing laws that seek to reduce voting and women's rights, the supportive action taken by allies is gaining attention once again. This year's Academy of Management Conference theme "Creating a Better World Together" is a call to action for scholarship that provides insight into how organizations can anticipate and solve these important societal challenges. Yet, despite management scholars suggesting allyship is an effective way to create organizational change, the literature on allyship is still quite scarce. This symposium includes a collection of papers that examines open research questions pertaining to allyship including: who or what entities are able to engage in allyship behavior, why those actors choose allyship, and when (i.e., which contexts) support allyship. Following the presentations, Denise Lewin Loyd, a major contributor to research in the field of diversity and inclusion, will serve as our symposium's discussant. Together, we hope that this symposium will provide important insights into how to create meaningful change in organizations through allyship. * LEAP at Work: Examining the Effects of Race-Based Allyship Training in the Workplace * Presenter: Stephanie J. Creary; The Wharton School, U. of Pennsylvania * Presenter: Tianna Shari' Barnes; U. of Pennsylvania * Presenter: Ozias Moore; Lehigh U. * Institutional Allyship, a Ritual of Recovery * Presenter: Tiffany Dawn Johnson; Georgia Institute of Technology * Presenter: Juanita Kimiyo Forrester; Mercer U. * Presenter: Natasha Denise Reed; Georgia Institute of Technology * Bursting the Bubble of Performative Allyship: How Moral Performance Compromises Inter-Group Learning * Presenter: Karren Kimberly Knowlton; Tuck School of Business at Dartmouth * Presenter: Rachel Arnett; The Wharton School, U. of Pennsylvania * Who's Expected to be an Ally? An Examination of Allyship and Leadership Evaluations * Presenter: McKenzie Preston; The Wharton School, U. of Pennsylvania * Presenter: Angelica Leigh; Fuqua School of Business, Duke U. * Presenter: Terrance L. Boyd; Louisiana State U. * Presenter: Richard Burgess; U. of North Carolina, Chapel Hill * Presenter: Vic Marsh; U. of Toronto, Rotman School of Management * Practice What You Preach: Performative Allyship in Organizations' Support for Racial Equity * Presenter: Roxanne Ross; James Madison U. * Presenter: Horatio Traylor; U. of Houston * Presenter: Enrica Nicole Ruggs; U. of Houston [ABSTRACT FROM AUTHOR]

There are indicators we are entering a new era for MTM research, by moving beyond the structural approach that has characterized MTM research to date, to focus on important and under-researched issues, such as the nature of employees' experiences in an MTM context. Although team research suggests that the experiences of members impact team functioning, these lines of reasoning have not, until recently, made their way to MTM research. To overcome this limitation, this symposium showcases five papers that use a variety of theoretical perspectives, research designs, contexts, methodologies, and analytical methods (i.e., archival, field-based, laboratory) to extend theory and examine critical individual and firm-level outcomes (e.g., firm performance, individual proactivity, individual learning, individual turnover, and individual career-related outcomes) in the experiences of MTM employees across their teams (e.g., identification, learning, etc.). We hope to provide a forum to advance unanswered questions that offer fruitful directions for MTM research. * Together Alone? The Benefits and Downsides of Flexible Team Arrangements * Presenter: Stefan Berger; U. of Groningen * Status Dynamics in MTM Context: Implication for Employees' Identification and Proactivity Choices * Presenter: Yehuda Salhov; Bar Ilan U. * Many Teams, One Better Career? A Study on the Impact of MTM on Individual Career Trajectories * Presenter: Francesca Bellesia; Dep. of Sciences and Methods for Engineering, U. of Modena and Reggio Emilia * Multiple Team Membership and Learning: The Mediating Role of Knowledge Hiding * Presenter: Oana Fodor; Babes-Bolyai U. * Examining the Impact of MTM Identity Strain and Emotional Control on Cognitive Depletion & Turnover * Presenter: Sal Mistry; U. of Delaware [ABSTRACT FROM AUTHOR]

Recent literature has shown how Multiple Team Membership (MTM) has important effects for managing human capital at different levels of analysis. Yet, despite increasing scholarly attention over the last years, we still have very limited theoretical and empirical understanding of the inherent complexities, challenges, and paradoxes of being on multiple teams at work and of the ways in which MTM influences individuals', as well as teams', and organizations' processes and outcomes. Inspired by the Positive Organizational Scholarship perspective, with this symposium, we aim at opening up this black box and shedding light on such complexity by giving answers to a pressing question: how can we design and manage an organizational MTM system that promotes both performance and a positive organizational environment? We address this question by presenting five papers looking at the interplay between MTM, performance, and individual and collective wellbeing at multiple levels of analysis and using multiple methods. * Multiple Team Membership: An Enabler of -- or Impediment to -- Organizational Resilience? * Presenter: Valerio Incerti; SKEMA Business School, U. Côte d'Azur (GREDEG) * Presenter: Julija Mell; Erasmus U. Rotterdam * Presenter: Sujin Jang; INSEAD * Presenter: Mark Mortensen; INSEAD * Presenter: Enver Yücesan; INSEAD * The Effect of Multiple Team Membership on Unit Performance in the Presence of Turnover Trends * Presenter: Eean Crawford; U. of Iowa * Presenter: Bradley R. Mecham; U. of Iowa * Presenter: Thomas Ptashnik; U. of Iowa * Presenter: Greg L. Stewart; U. of Iowa * Presenter: Michael Montanye; U. of Iowa * Managing Multiple Team Membership and Project Lateness in Multi-Team Projects: A Longitudinal Study * Presenter: Hise O. Gibson; Harvard Business School * Presenter: Ozias Moore; Lehigh U. * Presenter: Arthur Middlebrooks; United States Military Academy * Identification Residue, Organizational Identification, and Team Engagement during MTM * Presenter: Sal Mistry; U. of Delaware * Presenter: Jaclyn Ann Margolis; Pepperdine U. * Linking Multiple Team Membership and Outcomes: A Multilevel Daily Diary Study * Presenter: Kayla D. Finuf; Hofstra U. * Presenter: Rebecca Grossman; U. of Central Florida [ABSTRACT FROM AUTHOR]

This symposium showcases multiple team membership (MTM) employee experiences research that examines critical individual and team-level outcomes (e.g., stress, performance, viability, citizenship behavior, and career-related outcomes) in the following two areas: (a) the experiences of MTM employees across their teams (e.g., teamwork quality, team leadership, team member exchange, identification, transactional attention systems), and (b) the experiences of MTM employees across their various roles (e.g., role ambiguity and variety). Our symposium consist of five papers that extend theory and investigate MTM-related phenomena at the within- individual, individual, and team/project levels of analysis using a variety of theoretical perspectives, research designs, contexts, methodologies, and analytical methods (i.e., archival, field-based, laboratory). We hope to provide a forum to generate new insights, foster discussion, and advance MTM research. [ABSTRACT FROM AUTHOR]

Employees increasingly serve on more than one team simultaneously, an arrangement referred to as multiple team membership (MTM). Despite the increasing popularity of MTM arrangements, the predominant focus of the teams literature has been on the archetypal team with a stable set of members who belong to only one team at a time. MTMs have far-reaching implications for individuals, teams, units, leaders, as well as organizations, yet little research has focused on MTMs. Thus, in this symposium, we showcase research examining the antecedents and outcomes of MTMs at multiple levels of analysis. Our submission consists of six papers that extend theory and investigate MTM-related phenomena at the individual, team, unit, and organizational-levels of analysis using a variety of theoretical perspectives, research designs, contexts, methodologies, and analytical methods (i.e., field-based, laboratory, longitudinal, qualitative, and simulation models). The symposium will provide rich opportunities to draw parallels across the six presentations, all of which share MTMs as a unifying theme. Each presentation offers a unique perspective in terms of the level of analysis studied, the constructs examined, and the methodology utilized. We hope to provide a forum to generate new insights, findings, and suggestions to foster discussion and stimulate new research in the MTM area. Multiple Team Membership and Organizational Context Variety Presenter: Valerio Incerti; INSEAD Presenter: Francesca Bellesia; Alma Mater Studiorum U. di Bologna Presenter: Fabiola Bertolotti; U. of Modena and Reggio Emilia Presenter: Katherine Chudoba; Utah State U. Presenter: Kelly Fadel; Utah State U. Presenter: Elisa Mattarelli; U. of Modena and Reggio Emilia Presenter: Paula Ungureanu; U. of Modena and Reggio Emilia A Longitudinal Examination of Multiple Team Membership and Unit Performance Presenter: Eean Crawford; U. of Iowa Presenter: Bradley R. Mecham; U. of Iowa Presenter: Greg L. Stewart; U. of Iowa The Effects of MTM, Interteam Communication, and Role Ambiguity on Sub-Team Performance Presenter: Ozias Moore; Lehigh U. Presenter: Sal Mistry; Southern Methodist U. Presenter: Bradford S. Bell; Cornell U. A Multilevel Perspective on Individual and Firm Multiple Team Membership Presenter: Stefan Berger; U. of St.Gallen Presenter: Hendrik Johan Van De Brake; U. of Groningen Presenter: Heike Bruch; U. of St. Gallen Attention That Lasts: Sustained Attention in Multiple Team Membership Presenter: Heejin Kim; U. of California, Irvine Flows of Knowledge in an MTM Environment: An Exploratory Simulation Study Presenter: Valerio Incerti; INSEAD Presenter: Julija Mell; Rotterdam School of Management, Erasmus U. Presenter: Sujin Jang; INSEAD Presenter: Enver YÃ'cesan; INSEAD Presenter: Mark Mortensen; INSEAD [ABSTRACT FROM AUTHOR]