Integration mechanisms and R&amp;D project performance

Sicotte, Hélène; Langley, Ann

doi:10.1016/s0923-4748(99)00018-1

Cited by 127 publications

(87 citation statements)

References 62 publications

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“…collaborate closely from the outset. If these functions are represented in NPD teams, this heightens the potential for improved coordination regarding task completion and constraint adherence (Brown & Eisenhardt, 1995;Sheremata, 2000;Sicotte & Langley, 2000;Thamhain, 2003).…”

mentioning

confidence: 99%

Cross-functionality and innovation in new product development teams: A dilemmatic structure and its consequences for the management of diversity

Gebert¹,

Boerner

Kearney³

2006

European Journal of Work and Organizational Psychology

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The ubiquitous hope among managers of new product development (NPD) teams that a cross-functional team composition may be a royal road to enhancing team innovations appears to be an illusion. Empirical analyses show positive as well as negative or nonsignificant relationships between crossfunctionality and team innovations. In this article, we integrate the extant literature and develop a process model that explains the contradictory empirical findings. We propose that introducing specific mediators and moderators enables improved predictions of the effects of cross-functionality on team innovations. In developing our model, which is primarily based on a conflict-theoretical perspective, we address theories of social categorization, identity and self verification, information/decision making, group problem solving, and innovativeness, respectively. Our process model explicates how (i.e., via what mediators) and when (i.e., in the presence of what moderators) cross-functionality enhances or impedes synergistic communication among team members, which in turn fosters team innovations. On the basis of this new model we discuss strategies for managing cross-functionality in NPD teams.

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mentioning

confidence: 99%

Cross-functionality and innovation in new product development teams: A dilemmatic structure and its consequences for the management of diversity

Gebert¹,

Boerner

Kearney³

2006

European Journal of Work and Organizational Psychology

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“…Knowledge as a firm's strategic asset, and technology transfer as project management (e.g., Michalisin, Smith & Kline, 1997;Sicotte & Langley, 2000;Gupta & Aronson, 2000;Lin & Berg, 2001;Saad, Cicmil, & Greenwood, 2002;Bresnen, Edelman, Newell, Scarbrough, & Swan, 2003;Fernie, Green, Weller, & Newcombe, 2003;Huang & Newell, 2003;Koskinen, Pihlanto, -Under the project management perspective, the most appropriate methods for managing technology transfer process are focused to provide the comprehensive view and describe completely the nature of the technology transfer phenomenon (Saad, Cicmil, & Greenwood, 2002;Hartmann, 2007;Nguyen, 2012 (Gupta & Aronson, 2000).…”

Section: Approach In Technology Transfer Researchmentioning

confidence: 99%

Survey of Cross-Cultural Technology Transfer Research

Nguyen¹,

Aoyama²

2014

ASS

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This study aims at reviewing the technology/knowledge transfer literature and identifying which research areas on cross-cultural technology transfer field which should explore to obtain the new insights. With it in mind, the intersection of research fields concerning cross-cultural technology/knowledge transfer, the national culture difference and the extended literature of hybridization in the broad field of cross-cultural management is focused.As a result, this study identifies the five research areas meriting the further research on cross-cultural technology transfer: (1) the impact of cultural differences on technology transfer; (2) management practice factors for achieving efficient technology transfer; (3) the evaluation of current management practices at Japanese manufacturing subsidiaries; (4) the relationship between efficient technology transfer and business performance; and (5) research approach in cross-cultural technology transfer, such as research methodology, viewpoint and theoretical foundation. Accordingly, this study suggests the dimensions for further qualitative and quantitative investigations and the integration of fundamental theories-Hofstede's national culture, Adler's hybridization perspective, Abo's management practice framework and organizational learning view-to underpin the investigating models. Consequently, this study draws the significant ways to answer the prevailing problem of how to implement cross-cultural technology transfer efficiently for achieving the successful business performance.

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“…The focus of reflection is thus on, a) increasing a team"s strategic focus, and, b) improving its strategy (involving the ability to select, organize and adapt actions to changing task situations) (Marks, Mathieu, & Zaccaro, 2001). Critical success strategies in team situations include knowledge integration and sharing expertise (e.g., Hackman, 2002;Marks, et al, 2001;Salas, Sims, & Burke, 2005;Sicotte & Langley, 2000) and problem solving (e.g., Socotte & Langley, 2000).…”

Section: Proposition 7 Self-governing Teams -Team Task Reflectionmentioning

confidence: 99%

Effective self‐regulating teams: a generative psychological approach

Millward

Banks

Riga

2010

Team Performance Management: An International Journal

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PurposeThe purpose of this paper is to describe and defend a generative model for understanding effective self‐regulating teams from a distinctively psychological perspective that has implications for both research and practice.Design/methodology/approachThe paper complements Hackman's work on the critical conditions for effecting “self‐regulated” teamwork with an understanding of team psychology, as the basis for evolving a propositional model of effective teamwork.FindingsAssuming various structural pre‐requisites, it is proposed that effective teamwork is generated by a social self‐identification process, upon which there are “emergent states” across affective (commitment, cohesion), motivational (drive to secure and maintain positive self‐esteem), cognitive (shared cognition) and behavioural (intra‐team and inter‐team processes) dimensions.Research limitations/implicationsConsiderations for further testing, conceptual and methodological refinement, are highlighted.Practical implicationsThe model affords clear pragmatic implications for leveraging more effective teamwork in organizational contexts.Originality/valueThe propositional model in the paper integrates and builds on previous thinking into a more generative understanding of effective team work (i.e. what makes teamwork possible and how can this be sustained) that takes into account the importance of context in accounting for team success.

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Integration mechanisms and R&D project performance

Cited by 127 publications

References 62 publications

Cross-functionality and innovation in new product development teams: A dilemmatic structure and its consequences for the management of diversity

Cross-functionality and innovation in new product development teams: A dilemmatic structure and its consequences for the management of diversity

Survey of Cross-Cultural Technology Transfer Research

Effective self‐regulating teams: a generative psychological approach

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