Building collaborative cross-functional new product teams

Jassawalla, Avan R.; Sashittal, Hemant C.

doi:10.5465/ame.1999.2210314

Cited by 120 publications

(88 citation statements)

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“…Some studies use definitions or frameworks that tend to be general purpose (i.e., including universal facets existing across various instances of collaborations) (e.g., Fowler and Fowler 1964;Oxford English Dictionary 1971;Merriam-Webster's Collegiate Dictionary;Gray 1989;Logsdon 1991;Roberts and Bradley 1991;Gray and Wood 1991;Jassawalla and Sashittal 1998;Scheff and Kotler 1996). Other researchers use definitions that tend to be more contextual (i.e., including facets relevant only to the context of the particular type or instance of collaboration) (e.g., Madhok 1997;Phillips et al 2000Phillips et al , 2002Spekman 1988;Jassawalla and Sashittal 1999;Thomas 1992).…”

Section: Methodsmentioning

confidence: 99%

Theoretical foundations for collaborative commerce research and practice

Hartono

Holsapple

2004

ISeB

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Going beyond the trading view of electronic commerce, collaborative commerce (c-commerce) is concerned with electronic means to enable and facilitate collaborative relationships involving knowledge flows among distributed participants engaged in various joint activities such as those that make up the value chain. C-commerce experience among practitioners is in an emergent stage and c-commerce research has yet to be well-developed.There are many open questions about c-commerce practices and fundamentals. Drawing on a wide range of literature, this paper introduces a theoretical foundation for investigating the nature and outcomes of c-commerce. This foundation takes the form of a relatively comprehensive theoretical framework that identifies salient factors and relationships for practitioners to consider in launching a c-commerce initiative or for researchers to consider in designing c-commerce research studies.

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Section: Methodsmentioning

confidence: 99%

Theoretical foundations for collaborative commerce research and practice

Hartono

Holsapple

2004

ISeB

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“…Furthermore, collaborative spirit within a team enables team members to exchange new ideas freely and without criticism, which ultimately reduces their resistance to new changes [28]. Furthermore, through collaborative behavior, team members learn new ways of doing things, develop new theories of action, change their habits, and may ultimately adopt new behaviors [31].…”

Section: Behavioral Integration and Team Innovativenessmentioning

confidence: 99%

Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness

Jahanshahi

Brem

2017

Sustainability

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Abstract:Top management teams' (TMTs') behavioral integration has received extensive attention from strategic management scholars in recent years. To learn more about the consequences of this phenomenon at the team level, we explore the relationship between TMTs' behavioral integration with their innovativeness and sustainability orientation. To accomplish this, we surveyed 40 TMTs in Iranian small-and medium-sized enterprises (SMEs) at two points in time. We ran a hierarchical multiple regression in order to test the hypotheses of the study. Building a theoretical model based on the Upper-Echelons framework, we found that the extent to which a TMT is behaviorally integrated is positively and significantly related to TMT innovativeness. Furthermore, our result reveals that a highly behaviorally integrated TMT is more likely to engage in sustainability-oriented actions. Hence, behaviorally integrated TMTs offer its team members an increased chance of being innovative and generating new ideas as compared to less behaviorally integrated TMTs. Finally, our results indicate that the generation of novel ideas is higher in teams with younger members, and that highly educated TMTs generate more innovative ideas in the workplace.

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“…For various reasons, the group's members may be less willing to contribute to the group work, or other processes might inhibit information sharing and therefore decrease group performance and productivity (e.g. Pelled and Adler 1994;Jassawall and Sashittal 1999;van Knippenberg et al 2004).…”

Section: Introductionmentioning

confidence: 99%

Ideation methods applied in a cross-functional inter-organizational group: an exploratory case study from the railway sector

2016

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The conceptual design phase is a critical step, since it influences the subsequent steps during product development with regard to cost, quality and performance. Previous research has focused on cross-functional teams within an organization. However, many product development projects benefit from the participation of members from different organizations, not least during the conceptual design phase of technical products, where it is essential to consider different aspects of the product-to-be. Therefore, we conducted an in-depth case study of a crossfunctional inter-organizational group testing ideation methods in a real-life setting within a development project in the railway sector. The group comprised participants from an infrastructure manager, a supplier, a maintenance contractor and research bodies. The tested ideation methods were Method 635, the gallery method and the SIL method. The participants found working in a cross-functional inter-organizational group to be beneficial both during the group-analysis of the topics and during the generation of ideas on how to address the ideation topic. Applying the ideation methods to the ideation topics facilitated the sharing of information between participants, and the diversity of the group manifested itself in several ways during ideation. Overall, the gallery method was most popular, and the SIL method was least popular among the participants.

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Building collaborative cross-functional new product teams

Cited by 120 publications

References 0 publications

Theoretical foundations for collaborative commerce research and practice

Theoretical foundations for collaborative commerce research and practice

Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness

Ideation methods applied in a cross-functional inter-organizational group: an exploratory case study from the railway sector

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