In this article, we review and summarize the literature on crossfunctional organization forms that has been published since 1976. We focus on the commonalities of the literatures that deal with matrix organization and project management. With a definition of cross-functional organization in hand, we review the literature for advantages and disadvantages of these organization forms, ending the section with a discussion of the great needfor empirical research to resolve numerous questions and paradoxes. Finally, we review a model for effective cross-functional organizations, comprising environmental influences, organizational characteristics, project characteristics, project team characteristics, project leader characteristics, and project effectiveness. Each section ends with a discussion of needed research, and the article ends with a call for research and theory building regarding cross-functional organizations, which continue to grow in application importance.

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This paper explores the potentially central role that managers play in a model of empowerment. Issues of organizational goal accomplishment and employee trust often plague application of empowerment practices, and managers likely play a vital role in the successful implementation of empowerment. In this study, managerial use of power bases (reward, expert, referent, legitimate, coercive) was proposed to impact the relationship between managerial empowerment practices and employee psychological empowerment. We found a positive relationship between empowerment practices and psychological empowerment. Managerial use of power bases (as perceived by subordinates) was related to empowerment practices and psychological empowerment. Finally, managerial use of power bases fully mediated the relationship between managerial empowerment practices and employee psychological empowerment. We call for further research into the managerial use of power bases in developing a more complete model of empowerment.Keywords behavior management, leadership behavior, organizational behavior

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