Innovation Communication and Inter-Functional Collaboration: A View from the Competing Values Framework for Corporate Communication

Belasen, Alan T.; Rufer, Rosalyn

doi:10.1007/978-3-642-41479-4_14

Cited by 11 publications

(10 citation statements)

References 31 publications

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“…This search and review revealed that the concept of cross-functional integration and cross-functionality has been taken up by authors in a variety of management disciplines, such as logistics and supply chain management, marketing and research and development (R&D). For example, many articles focused on cross-functional endeavours between marketing and other functions, such as R&D (De Clercq et al , 2011; Hausberg and Leeflang, 2019; Lin et al , 2015; Belasen and Rufer, 2014); logistics (Lopes Pimenta et al , 2016); IT (Buckley, 2015); purchasing (Ashnai et al , 2019); sales (Canacott et al , 2018; Hausberg and Leeflang, 2019); corporate communications (Neill and Jiang, 2017); and operations (Piercy, 2010). Other cross-functional combinations in the literature included contexts related to product development (Coradi et al , 2015; Porter and Heppelmann, 2015); cross-functional project teams including two or more functions (Ståhle et al , 2019; Anthony et al , 2014); engineering collaborations (De Clercq et al , 2013); and customer service initiatives (Claro and Ramos, 2018).…”

Section: Resultsmentioning

confidence: 99%

“…Nakata and Im (2010) used group effectiveness theory (Hackman, 1987). Belasen and Rufer (2014) found the competing values framework for corporate communication useful (Cameron et al , 2006). Mohsen and Eng (2016) reference the motivation-ability-opportunity (MAO) framework (Maclnnis et al , 1991) and configuration theory (Ordanini et al , 2014).…”

Section: Resultsmentioning

confidence: 99%

“…While the initial keyword search focused specifically on literature sorted by relevance that used the term cross-functionality (2,660 hits), other related terms were more specifically helpful as they narrowed down the search. These included terms such as “inter-functional collaboration” (235 hits; Canacott et al , 2018; Belasen and Rufer, 2014; Abraham and Reddy, 2010; Ashnai et al , 2019), “inter-departmental integration” (206 hits; Kahn, 1996) and “inter-departmental collaboration” (1,240 hits; Cuijpers et al , 2011; Danowski, 2010; Lee, 2020). Further terms identified included “organizational configuration” (3,490 hits; Lohmann and zur Muehlen, 2019; Mohsen and Eng, 2016) and “cross-group collaboration” (176 hits; Kwan, 2019).…”

Section: Methodsmentioning

confidence: 99%

“…By adopting a selective literature review, we were able to focus on those articles that were thematically most relevant within the management and across management disciplines. Conducting a systematic approach or many articles focused on cross-functional endeavours between marketing and other functions, such as: R&D (de Clercq, Thongpapanl and Dimov, 2011;Hausberg and Leeflang, 2019;Lin, Wang and Kung, 2015;Belasen and Rufer, 2014); logistics (Lopes Pimenta, Lago da Silva and Tate, 2016); IT (Buckley, 2015); purchasing (Ashnai et al, 2019); sales (Canacott et al, 2018;Hausberg and Leeflang, 2019); corporate communications (Neill and Jiang, 2017); and operations (Piercy, 2010). Other cross-functional combinations in the literature included contexts related to product development (Coradi, Heinzen and Boutellier, 2015;Porter and Heppelmann, 2015); crossfunctional project teams including two or more functions (Ståhle, Ahola and Martinsuo, 2019;Anthony, Green and McComb, 2014); engineering (Clercq, Thongpapanl and Dimov, 2013); and customer service (Claro and Ramos, 2018).…”

Section: Introductionmentioning

confidence: 99%

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A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Jeske

Calvard

2020

IJOA

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Purpose Structural and technological changes are driving functional reorganization in many organizations. To date, there are very few articles that explicitly, consistently and cumulatively focus on cross-functional integration. This paper aims to review and explore the literature that does directly address cross-functional integration. Design/methodology/approach The authors conducted a literature review within the general management domain for the time frame 2010 to 2020 and identified 71 relevant articles that provide an overview of current practices and trends. Findings This conceptual paper reviews this identified literature and outlines key trends, noteworthy articles and a summary of relevant theories, and provides an overview of outcomes linked to cross-functional integration in the literature. The paper concludes with a set of recommendations for practitioners and an outline of potential research areas for academic researchers, including a call for more theory integration, building and testing in the area of cross-functionality. Originality/value This paper is the first of its kind to attempt to summarize the literature on cross-functionality (published between 2010 and 2020), a currently very fragmented field of study spread out across different management disciplines.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Jeske

Calvard

2020

IJOA

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“…This choice was informed by the work of Braojos-Gomez et al (2015), which highlights that organisations adopt social media due to social competitor pressure, as well as by the findings of Culnan et al (2010) that social media adoption density is dependent upon industry. Furthermore, the selection of the telecom industry followed Belasen and Rufer's (2013) suggestion that high tech industries such as the telecom industry are quicker in adopting new technology as they are faced with fast shrinking product cycles.…”

Section: Site Selection and Accessmentioning

confidence: 99%

Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective

2017

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The affordances, popularity and pervasive use of social media platforms such as Facebook, Twitter and Instagram have made these platforms attractive to organisations for enhancing their competitiveness and creating business value. Despite this apparent significance of social media for businesses, they are struggling with the development of a social media strategy as well as understanding the implications of social media on practice within their organisations. This paper explores how social media has become a tool for competitiveness and its influence on organisational strategy and practice. Using the 'strategy as practice' lens and guided by the interpretivist philosophy, this paper uses the empirical case of a telecom organisation in Tanzania. The findings show that social media is influencing competitiveness through imitation and product development. Also, the findings indicate how social media affects the practices within an organisation, consequently making the social media strategy an emergent phenomenon.

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Influence of Social Media Practices on the Fusion of Strategies Within Organisations

Kwayu

Lal

Abubakre

2019

IFIP Advances in Information and Communication Technology

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Contemporary information technologies such as social media have brought into question the usefulness of the alignment perspective in understanding the role and influence of technology in organisational strategy. This has prompted some scholars to argue for a fusion view of Information Systems (IS) which sees IS as integral to business strategy. Despite the suggestion of the fusion view, there is little empirical evidence of how the fusion of strategy is realised. For instance, literature suggests that executives are struggling with how to implement social media strategy within an organisation. This paper uses the strategy as practice lens guided by the interpretivist philosophy to explore the influence of social media practices on the fusion of strategies within an organisation. The paper uses empirical evidence from the case study of a telecom organisation in Tanzania to gain theoretical insight into the role of social media in organisational strategy. This research contributes to the management literature by arguing that the fusion of strategy is achieved by the intertwinement of historical background, context, technological advances and social intent. Also, it contributes to IS literature by showing how social media extends the IS scope within an organisation while minimizing the need for organisational IT infrastructure. In practice, this research highlights the significance of informal social media practices such as WhatsApp communication in organisational processes such as knowledge sharing and customer service.

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Innovation Communication and Inter-Functional Collaboration: A View from the Competing Values Framework for Corporate Communication

Cited by 11 publications

References 31 publications

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective

Influence of Social Media Practices on the Fusion of Strategies Within Organisations

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