Journal articles: 'Cross- functional teams'

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Wolf, Kay N. "Training Cross-Functional Teams." Topics in Clinical Nutrition 11, no. 2 (April 1996): 18–26. http://dx.doi.org/10.1097/00008486-199603000-00005.

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Wang, Sijun, and Yuanjie He. "Compensating Nondedicated Cross-Functional Teams." Organization Science 19, no. 5 (October 2008): 753–65. http://dx.doi.org/10.1287/orsc.1070.0351.

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Stipp, Daniel Marasquini, Márcio Lopes Pimenta, and Daniel Jugend. "Innovation and cross-functional teams." Team Performance Management: An International Journal 24, no. 1/2 (March 12, 2018): 84–105. http://dx.doi.org/10.1108/tpm-12-2016-0056.

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Purpose The aim of this paper is to characterize how innovation may happen through cross-functional teams (CFT) in an organization of the public sector. Design/methodology/approach A case study helped to characterize several behavior patterns, team structures and respective links with generating innovation in internal processes and public answering contexts. Findings The results highlight that formal-temporary teams present a higher capacity to generate incremental innovation in products, whereas permanent-informal teams have a higher capacity to generate innovation in the internal processes and public answering contexts. Research limitations/implications The limitations of this research relate to the fact that this is a single case study, and although it is an important case to examine innovation and CFTs, by its very nature, it is not possible to extend and generalize the obtained data to other organizations. The evaluation of its propositions was merely qualitative, and future research is needed to validate its characteristics. Practical implications Several settings of CFTs are presented, as well as their ability to generate different types of innovation, such as the computerization of documents, petitions and papers, which decreases the time to answer the taxpayer. Moreover, CFTs can help to create products, such as computer programs that can be used not only locally but also in several public organizations related to tax management. Originality/value The field research provides the perceptions of the respondents regarding CFT characteristics that can lead to specific types of innovation, as well as the types of products or services that can be generated by these processes.

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Perrin, Joy M., and Justin Daniel. "Administration and cross-functional teams in libraries." Library Management 38, no. 4/5 (June 13, 2017): 219–25. http://dx.doi.org/10.1108/lm-08-2016-0066.

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Purpose The purpose of this paper is to assist library administration in avoiding cross-functional team pitfalls. Design/methodology/approach This paper reports the results of years of cross-fucntiional teams at an academic Library. Reports results of years of cross-functional teams at an academic Library. Findings Through shared trial and errors, readers will be able to avoid pitfalls and formulate questions not previously considered for their pursuit of cross-functional teams. Research limitations/implications While this is a case study, the lessons learned can be applied at any library where cross-functional teams are considered. Originality/value This study provides an account of teams at an academic library spanning a decade. Trials and tribulations are discussed.

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Jassawalla, Avan R., and Hemant C. Sashittal. "Building collaborative cross-functional new product teams." Academy of Management Perspectives 13, no. 3 (August 1999): 50–63. http://dx.doi.org/10.5465/ame.1999.2210314.

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Lutz, Robert A. "Implementing Technological Change With Cross-Functional Teams." Research-Technology Management 37, no. 2 (March 1994): 14–18. http://dx.doi.org/10.1080/08956308.1994.11670964.

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Bitter, Justin, Elizabeth van Veen-Berkx, Pierre van Amelsvoort, and Hein Gooszen. "Preoperative cross functional teams improve OR performance." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 343–52. http://dx.doi.org/10.1108/jhom-07-2013-0145.

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Purpose – The purpose of this paper is to present the effect of the introduction of cross-functional team (CFT)-based organization, rather than, on planning and performance of OR teams. Design/methodology/approach – In total, two surgical departments of the Radboud University Nijmegen Medical Center (RUNMC) in the Netherlands were selected to illustrate the effect on performance. Data were available for a total of seven consecutive years from 2005 until 2012 and consisted of 4,046 OR days for surgical Department A and 1,154 OR days for surgical Department B on which, respectively 8,419 and 5,295 surgical cases were performed. The performance indicator “raw utilization” of the two surgical Departments was presented as box-and-whisker plots per year (2005-2011). The relationship between raw utilization (y) and years (x) was analyzed with linear regression analysis, to observe if performance changed over time. Findings – Based on the linear regression analysis, raw utilization of surgical Department A showed a statistically significant increase since 2006. The variation in raw utilization reduced from IQR 33 percent in 2005 to IQR 8 percent in 2011. Surgical Department B showed that raw utilization increased since 2005. The variation in raw utilization reduced from IQR 21 percent in 2005 to IQR 8 percent in 2011. Social implications – Hospitals need to improve their productivity and efficiency in response to higher societal demands and rapidly escalating costs. The RUNMC increased their OR performance significantly by introduction of CFT-based organization in the operative process and abandoning the so called functional silos. Originality/value – The stepwise reduction of variation – a decrease of IQR during the years – indicates an organizational learning effect. This study demonstrates that introducing CFTs improve OR performance by working together as a team.

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Henke, John W., A. Richard Krachenberg, and Thomas F. Lyons. "Cross-Functional Teams: Good Concept, Poor Implementation!" Journal of Product Innovation Management 10, no. 3 (June 1993): 216–29. http://dx.doi.org/10.1111/1540-5885.1030216.

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Robey, D., Huoy Min Khoo, and C. Powers. "Situated learning in cross-functional virtual teams." IEEE Transactions on Professional Communication 43, no. 1 (March 2000): 51–66. http://dx.doi.org/10.1109/47.826416.

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Hong, Jacky F. L., and Sara Vai. "Knowledge-Sharing in Cross-Functional Virtual Teams." Journal of General Management 34, no. 2 (December 2008): 21–37. http://dx.doi.org/10.1177/030630700803400202.

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Majchrzak, Ann, Philip H. B. More, and Samer Faraj. "Transcending Knowledge Differences in Cross-Functional Teams." Organization Science 23, no. 4 (August 2012): 951–70. http://dx.doi.org/10.1287/orsc.1110.0677.

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Love, James H., and Stephen Roper. "Organizing innovation: Complementarities between cross-functional teams." Technovation 29, no. 3 (March 2009): 192–203. http://dx.doi.org/10.1016/j.technovation.2008.07.008.

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Proehl, Rebecca A. "Enhancing the effectiveness of cross‐functional teams." Leadership & Organization Development Journal 17, no. 5 (September 1996): 3–10. http://dx.doi.org/10.1108/01437739610127450.

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BLINDENBACH-DRIESSEN, FLOORTJE. "THE EFFECTIVENESS OF CROSS-FUNCTIONAL INNOVATION TEAMS." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44252588.

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Kalabina, Elena G., and Olga Yu Belyak. "Cross-functional teams as an instrument for the development of company’s knowledge potential." Vestnik of Saint Petersburg University. Management 19, no. 3 (2020): 336–61. http://dx.doi.org/10.21638/11701/spbu08.2020.303.

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The aim of the paper is to examine the process of concurrent engineering in cross-functional teams and their role in the formation of knowledge potential of a company. Concurrent engineering in cross-functional teams is presented as an alternative to the traditional approach to the development of innovative products. In this study, organizational, activity and functional approaches were used, as well as the methods of analysis, deduction and generalization. The authors analyze the essence and features of concurrent engineering in the context of cross-functional teams. The necessity of considering cross-functional teams from the perspective of the community determining identity, common interests in a team, its relative integrity is established. The research has shown the importance of cross-functional teams in the development and formation of company’s knowledge potential. The article discusses various coordination mechanisms operating in cross-functional teams. The analysis of the features of cross-functional teams allows us to determine that they are built on the principles of adhocracy and impact the development of knowledge potential of companies significantly. However, cross-functional teams require a special management approach. The paper presents directions for further development of the research such as empirical analysis of the influence of various coordination mechanisms on knowledge sharing in a cross-functional team. The results of the study contribute to further research on cross-functional teams and effective knowledge sharing.

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Kalabina, Elena, and Olga Belyak. "Cross-functional team as a high-performance practice for sustainable development of Russian companies." E3S Web of Conferences 208 (2020): 03022. http://dx.doi.org/10.1051/e3sconf/202020803022.

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The article considers cross-functional teams of employees as a highly productive work practice to ensure the sustainable development of companies. Dissemination of the best high-performance work practices and social work with personnel, including designing cross - functional teams, is one of the areas that ensure the sustainable development of companies. However, the design of cross-functional teams within organizations faces various difficulties and, mainly, with fragmentation and mismatch of ideas about this type of group work and methods of managing it. Rationale of expediency of applying the practice of forming cross-functional teams of employees is given. A contextual analysis of the reasons for creating cross-functional teams of employees is carried out, their polyphonic nature is revealed. The study examines the signs of the exclusivity of cross-functional teams of employees as an organizational unit, project team, organizational knowledge generator, cross-cultural phenomenon and presents the results of a pilot study of organizational and managerial factors of the impact of knowledge exchange between participants of cross-functional teams to ensure the sustainable development of companies.

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Trent, Robert J., and Robert M. Monczka. "Effective Cross-Functional Sourcing Teams: Critical Success Factors." International Journal of Purchasing and Materials Management 30, no. 3 (September 1994): 2–11. http://dx.doi.org/10.1111/j.1745-493x.1994.tb00267.x.

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Bishop, Suzanne K. "Cross-Functional Project Teams in Functionally Aligned Organizations." Project Management Journal 30, no. 3 (September 1999): 6–12. http://dx.doi.org/10.1177/875697289903000302.

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Katzenbach, Jon R., and Douglas K. Smith. "The rules for managing cross‐functional reengineering teams." Planning Review 21, no. 2 (February 1993): 12–13. http://dx.doi.org/10.1108/eb054404.

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Kalabina, Elena G., and Olga Yu Belyak. "Factors of knowledge sharing in cross-functional teams." Russian Management Journal 19, no. 4 (2022): 515–47. http://dx.doi.org/10.21638/spbu18.2021.407.

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The article is devoted to study the factors of knowledge sharing in managing the cross-functional teams of Russian companies within innovative development. The goal of the paper was to analyze the influence of individual, organizational, and managerial factors on the activity of cross-functional team members in knowledge sharing. Based on the results of the survey among 259 participants of cross-functional teams, the econometric assessment was done to determine that intrinsic motivation as an individual factor makes sense asa moderator for exolaining the relationship between organizational, managerial factors and activity of participants in knowledge sharing. As a result of the analysis of the management factorsthe most favorable mechanism of coordination for knowledge exchange was mutual coordination. It was implemented through informal communication and it was based on understanding of roles, degree of responsibility and sense of belonging by the team members. It was also revealed that organizational factors, including the system of incentives, have little influence on the activity of participants in knowledge sharing. The findings can be the basis for appropriate choosing the cross-functional team management tools for innovative development.

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Don Ton, Anh, Laszlo Hammerl, Dennis Weber, Oliver Kremer, and Gabor Szabo-Szentgroti. "Why leaders are important for cross-functional teams: Moderating role of supportive leadership on knowledge hiding." Problems and Perspectives in Management 20, no. 3 (August 8, 2022): 178–91. http://dx.doi.org/10.21511/ppm.20(3).2022.15.

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Knowledge exchange has been a critical factor for cross-functional teams to master different tasks and problems and promote innovation. Cross-functional teams rely on the direct cooperation of senior employees from different departments, often with converging aims, leadership, culture, and communication. However, with the ever-increasing complexity in business decisions, decision-makers invested in the manufacturing industry sector need the support of a diverse team as an advisory tool to put well-thought measures into effect. The aim of this study is to analyze how cross-functional teams in commerce and industry rely on different key performance indicators to limit knowledge hiding. This paper conducted a quantitative study of 130 individual participants working in cross-functional teams in Germany. It also adapted multiple linear regression and used a conceptual model impacting the relationship between team performance, trust, and organizational citizenship behavior, including the moderating role of leadership. The disruptive effect of knowledge hiding was contextualized. The results indicate that team performance is directly affected by the selected variables. Furthermore, it is limited to knowledge hiding, while trust and the use of adequate leadership help to retain knowledge retention. Lastly, organizational citizenship behavior was found as the paramount factor, supported by individually tailored leadership methods, to foster information exchange and thereby promote organization-wide learning.

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Suprapto, Yetti Lutiyan, Amin Wibowo, and Harsono Harsono. "Intra-firm causal ambiguity on cross-functional project team’s performance." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 901–12. http://dx.doi.org/10.1108/ijmpb-09-2017-0109.

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Purpose The purpose of this paper is to examine the negative effect of intra-firm causal ambiguity on the project team’s performance—efficiency and effectiveness, and also examine the moderating role of openness and the integrative capabilities. Design/methodology/approach The population in this study is teams that come from a variety of companies which work with cross-functional teams or matrices, such as advertising agencies, recreational or amusement parks, television companies, production houses, radio stations, private education providers, manufacturing enterprises and IT companies. The sample population was chosen based on their tendency to form creative teams to respond to environmental/market dynamics by involving employees from different backgrounds and levels in the planning and implementation of projects. Findings As hypothesized, intra-firm causal ambiguity negatively influenced the project team’s efficiency and effectiveness, while openness moderated the effect of intra-firm causal ambiguity to efficiency, but not to effectiveness, and the team’s integrative capabilities did not moderate the above relationship. Research limitations/implications First, the sample in this study only focused on teams with creativity doing a project. Any future research is expected to focus more on the selection of sample types which also have a tendency to apply openness, and focus their activities on improving their integrative capabilities. Second, there are no data about the background experience of the members of the teams in working together on previous projects, so future studies need to discover whether that experience also affects the variables included in this study. Third, the category of the time horizon samples for the project’s implementation, which were between one month and two years, is still too wide. It may have contributed to the overlapping of the moderating effect, so future studies need the sample project’s categories to have a much narrower range (one to three months, four to six months, or one year). Fourth, the regression results for the moderating variables are partially not supported. This may relate to the characteristics of the respondents. To obtain the data and a more complete knowledge, further research can be done into creative on-going team types, such as an interior design team, a company’s production performance team and others. Practical implications A practical implication based on the research that has been done is that, when the condition of intra-firm causal ambiguity occurs, strategies to reduce the condition are needed. First, before a project starts, all the team members must understand the systemic process of the project’s resources related to the environment and the objectives. Systemic understanding of the resources system can help the team to effectively manage any causal ambiguity in the resources system. Second, referring that the higher the intra-firm causal ambiguity is, the efforts to codify the resources and the systemic process of the project should also be higher as well. So the second strategy is to codify/create tools that guide the project, in order to make it easily understandable, accessible and always up to date, over the lifespan of the project. Originality/value The results of research into the impacts of intra-firm causal ambiguity on the organizational performance are still inconsistent. Some researchers claim that intra-firm causal ambiguity has a negative effect on performance, but there are also studies that show the opposite result. This research accommodates these inconsistencies by examining the effects of a moderating variable on the impact of intra-firm causal ambiguity on a cross-functional team’s performance, in its contextual and internal aspects. The contextual aspect is represented by the openness of the team, while the team’s ability to integrate the diversity of knowledge, i.e. its integrative capability, is represented as the internal aspect.

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E. RANDEL, A., and K. S. JAUSSI. "FUNCTIONAL BACKGROUND IDENTITY, DIVERSITY, AND INDIVIDUAL PERFORMANCE IN CROSS-FUNCTIONAL TEAMS." Academy of Management Journal 46, no. 6 (December 1, 2003): 763–74. http://dx.doi.org/10.2307/30040667.

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E. Randel, Amy, and Kimberly S. Jaussi. "Functional Background Identity, Diversity, and Individual Performance in Cross-Functional Teams." Academy of Management Journal 46, no. 6 (December 2003): 763–74. http://dx.doi.org/10.5465/30040667.

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Yeh, Ying-Jung, and Huey-Wen Chou. "TEAM COMPOSITION AND LEARNING BEHAVIORS IN CROSS-FUNCTIONAL TEAMS." Social Behavior and Personality: an international journal 33, no. 4 (January 1, 2005): 391–402. http://dx.doi.org/10.2224/sbp.2005.33.4.391.

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This study examines the effects of two types of team diversity (functional and positional diversity) and team learning behaviors on the performance of cross-functional teams. Enterprise resource planning (ERP) system implementation teams were selected for investigation because of their cross-functional characteristics. The study results indicate that team learning behaviors had a significant and consistently positive effect on team performance. Functional diversity had a negative effect on team satisfaction, while the effect of positional diversity was positive. Task and relational conflicts were also found to be negatively associated with team performance, but the results did not confirm the hypothesized mediating and moderating effect. Recommendations are provided to improve the effectiveness of cross-functional teams.

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Franke, Henrik, Stephanie Eckerd, and Kai Dominik Foerstl. "Managers' Goals and Needs in Cross-Functional OSCM Teams." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 14289. http://dx.doi.org/10.5465/ambpp.2019.14289abstract.

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Huo, Xiaoyan, Lianying Zhang, and Haiyan Guo. "Antecedents of Relationship Conflict in Cross-Functional Project Teams." Project Management Journal 47, no. 5 (October 2016): 52–69. http://dx.doi.org/10.1177/875697281604700505.

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Marchwinski, T., and K. Mandziuk. "The technical communicator's role in initiating cross-functional teams." IEEE Transactions on Professional Communication 43, no. 1 (March 2000): 67–76. http://dx.doi.org/10.1109/47.826417.

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Ghobadi, Shahla, and John D'Ambra. "Knowledge sharing in cross‐functional teams: a coopetitive model." Journal of Knowledge Management 16, no. 2 (March 30, 2012): 285–301. http://dx.doi.org/10.1108/13673271211218889.

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PurposeThis study aims to present a model that can be used for predicting effective knowledge sharing behaviors in cross‐functional project teams.Design/methodology/approachDrawn from the extant literature, a coopetitive model of knowledge sharing is postulated. Data from 115 project managers are used to test the proposed model, using partial least squares (PLS).FindingsThe findings confirm the applicability and predictive power of the proposed model. Three dimensions of cross‐functional cooperation (cooperative task orientation, cooperative communication, and cooperative interpersonal relationships) were proved to directly drive effective knowledge sharing behaviors. The results show that competition affects effective knowledge sharing behaviors through influencing cooperative behaviors. In addition, this study shows that different dimensions of competition generate mixed impacts. Competition for tangible resources was found to positively affect cooperative communication of individuals, whereas competition for intangible resources (political competition) had negative impacts on cooperative communication and task orientations.Research limitations/implicationsThis study contributes to the extant literature by presenting a model that predicts effective knowledge sharing practices in cross‐functional projects. In addition, the results advance the current understanding of the concept and modeling of coopetitive knowledge sharing.Practical implicationsThe proposed model of this study can be used by managers in order to facilitate problematic knowledge sharing processes within cross‐functional teams.Originality/valueThis study stands as one of the first attempts in providing a model that explains the forces behind effective knowledge sharing behaviors in cross‐functional teams. The model explores coopetition effect in a systematic way, which has not been previously studied.

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Van Aken, Eileen M., and Brian M. Kleiner. "Determinants of Effectiveness for Cross-Functional Organizational Design Teams." Quality Management Journal 4, no. 2 (January 1997): 51–79. http://dx.doi.org/10.1080/10686967.1997.11918786.

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Littlepage, Glenn E., Michael B. Hein, Richard G. Moffett, Paul A. Craig, and Andrea M. Georgiou. "Team Training for Dynamic Cross-Functional Teams in Aviation." Human Factors: The Journal of the Human Factors and Ergonomics Society 58, no. 8 (September 27, 2016): 1275–88. http://dx.doi.org/10.1177/0018720816665200.

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Objective: This study evaluates the effectiveness of a training program designed to improve cross-functional coordination in airline operations. Background: Teamwork across professional specializations is essential for safe and efficient airline operations, but aviation education primarily emphasizes positional knowledge and skill. Although crew resource management training is commonly used to provide some degree of teamwork training, it is generally focused on specific specializations, and little training is provided in coordination across specializations. Method: The current study describes and evaluates a multifaceted training program designed to enhance teamwork and team performance of cross-functional teams within a simulated airline flight operations center. The training included a variety of components: orientation training, position-specific declarative knowledge training, position-specific procedural knowledge training, a series of high-fidelity team simulations, and a series of after-action reviews. Results: Following training, participants demonstrated more effective teamwork, development of transactive memory, and more effective team performance. Conclusion: Multifaceted team training that incorporates positional training and team interaction in complex realistic situations and followed by after-action reviews can facilitate teamwork and team performance. Application: Team training programs, such as the one described here, have potential to improve the training of aviation professionals. These techniques can be applied to other contexts where multidisciplinary teams and multiteam systems work to perform highly interdependent activities.

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Jones, Rachel, and Rachel McKie. "Intelligent participation: communicating knowledge in cross-functional project teams." International Journal of Knowledge Management Studies 3, no. 3/4 (2009): 180. http://dx.doi.org/10.1504/ijkms.2009.028835.

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Schoonmaker, Mary, Robert Gettens, and Glenn Vallee. "Building the Entrepreneurial Mindset Through Cross-Functional Innovation Teams." Entrepreneurship Education and Pedagogy 3, no. 1 (August 2, 2019): 41–59. http://dx.doi.org/10.1177/2515127419866429.

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This learning innovation article’s purpose is to provide educators with a course assessment tool that can be used to improve student outcomes in an undergraduate, production innovation, and development course, comprised of cross-functional teams (business and engineering students). We demonstrate how over a period of three years, we used the assessment tool to help make course changes that would influence student learning outcomes. In addition, we illustrate how the tool helped us to focus on particular student skills, make specific changes targeted at selected skills, and measure if these course changes were effective with engineering student outcomes.

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Oliveira, Eider Arantes de, Márcio Lopes Pimenta, Per Hilletofth, and David Eriksson. "Integration through cross-functional teams in a service company." European Business Review 28, no. 4 (June 13, 2016): 405–30. http://dx.doi.org/10.1108/ebr-01-2016-0014.

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Purpose The purpose of this paper is to characterize the internal dynamics of cross-functional teams (CFTs) in different organizational processes in a service company. Design/methodology/approach A case study from a Brazilian service company was conducted. CFTs in five different organizational processes (strategy development, product development, portfolio management, sales channels management and business analysis) were analyzed through in-depth interviews, documents and non-participant observation. Findings A framework with four pillars was constructed: constitution of the CFT, task drivers, behavior and attitudes of the team and personal motivators. It was possible to analyze the process of how a group acts and reacts under changing circumstances based on the pillars included in the framework. Research limitations/implications The study is focused on creating analytical generalizability. Several insights in the 12 propositions presented in this study may be investigated in future research to validate the identified relationships among the pillars included in the framework. Moreover, the proposed framework allows the teams to be analyzed through a multidimensional view: structure, processes and impacts. Practical implications If the semantic boundaries of the communication are not well delineated, the differences in understanding can generate manifest conflicts. Moreover, the workload in a CFT seems to be larger and more complex than working in a functional activity; however, members perceive that it reduces the risk of unemployment and increases motivation. Originality/value The present study contributes to the extant literature with the proposal of a set of new exploratory propositions that can support future quantitative research about the use of CFTs in the service industry context.

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Malhotra, Manoj K., Sanjay Ahire, and Guangzhi Shang. "Mitigating the Impact of Functional Dominance in Cross-Functional Process Improvement Teams." Decision Sciences 48, no. 1 (March 22, 2016): 39–70. http://dx.doi.org/10.1111/deci.12217.

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Gevers, Josette M. P., Boudewijn A. Driedonks, Mariann Jelinek, and Arjan J. van Weele. "Functional diversity appropriateness." Journal of Managerial Psychology 30, no. 6 (August 10, 2015): 709–25. http://dx.doi.org/10.1108/jmp-01-2012-0020.

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Purpose – The purpose of this paper is to investigate how perceptions of team performance and teamwork processes relate to functional diversity appropriateness perceptions (FDAP), that is, whether one believes that the right functions are represented in a team. Thereby, the authors distinguish between perceptions of team managers and team members. Design/methodology/approach – The study involved a cross-sectional survey study among 48 sourcing teams from 12 multinational companies, all from different industries. Findings – Members’ and managers’ congruent perceptions of performance showed differential relationships with their perceptions of the team’s functional diversity appropriateness. For managers, perceptions of team performance and functional diversity appropriateness were directly and positively related. For team members, this relationship was moderated by teamwork behavior. Moreover, unlike team members, purchasing managers did not consider functionally diverse teams to be more suitable for executing sourcing tasks. Research limitations/implications – This study identified teamwork behavior as a critical element for explaining the differences in FDAP of members and managers of sourcing teams. Practical implications – Rather than homogenizing team structures, managers should stimulate good teamwork behavior that allows for an the integration of interests and insights from different functional areas. Originality/value – This study adds to functional diversity literature as well as perceptual distance literature by revealing how different team effectiveness criteria shape managers’ and members’ perceptions of functional diversity appropriateness.

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BUNDUCHI, RALUCA. "IMPLEMENTING BEST PRACTICES TO SUPPORT CREATIVITY IN NPD CROSS-FUNCTIONAL TEAMS." International Journal of Innovation Management 13, no. 04 (December 2009): 537–54. http://dx.doi.org/10.1142/s1363919609002406.

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The use of cross-functional teams increases creativity in new product development leading to shorter development time and higher product innovativeness. Research in new product development has identified a number of organisational practices associated with supporting organisational creativity in cross-functional teams including frequent and open communication, building organisational slack, attitude to risk and top management commitment. Using a single case study approach, this paper explores the challenges associated with the implementation of such organisational practices in the R&D department of a large telecommunication company. Challenges include sequential involvement of functions in the team, broken communication between different teams, management attitude to resource constraints, and short-term management focus on incremental innovation.

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Aime, Federico, Stephen Humphrey, D. Scott DeRue, and Jeffrey B. Paul. "The Riddle of Heterarchy: Power Transitions in Cross-Functional Teams." Academy of Management Journal 57, no. 2 (April 2014): 327–52. http://dx.doi.org/10.5465/amj.2011.0756.

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Loehr, L. "Between silence and voice: communicating in cross-functional project teams." IEEE Transactions on Professional Communication 34, no. 1 (March 1991): 51–56. http://dx.doi.org/10.1109/47.68428.

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Hutchison-Krupat, Jeremy. "Incentive design for cross-functional teams: Putting the pieces together." Journal of Enterprise Transformation 7, no. 3-4 (October 2, 2017): 139–67. http://dx.doi.org/10.1080/19488289.2017.1409298.

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Dufrene, Uric, Frank H. Wadsworth, Chris Bjornson, and Eldon Little. "Evaluating tangible asset investments: the value of cross functional teams." Management Research News 21, no. 10 (November 1998): 1–13. http://dx.doi.org/10.1108/01409179810781419.

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Ainamo, Antti. "Coordination mechanisms in cross-functional teams: a product design perspective." Journal of Marketing Management 23, no. 9-10 (November 26, 2007): 841–60. http://dx.doi.org/10.1362/026725707x250359.

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Meschnig, Gavin, and Lutz Kaufmann. "Consensus on supplier selection objectives in cross-functional sourcing teams." International Journal of Physical Distribution & Logistics Management 45, no. 8 (September 7, 2015): 774–93. http://dx.doi.org/10.1108/ijpdlm-06-2014-0129.

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Purpose – A key driver of procurement effectiveness is the alignment of the procurement function with interlinked functions, such as R & D, engineering, production, and marketing. In the strategic management literature, the degree of alignment of individual team members on strategic objectives is termed “consensus.” The purpose of this paper is to investigate antecedents of consensus on objectives in cross-functional sourcing teams, the relationship between the degree of consensus and supplier performance, and moderators of the consensus-performance relationship. To do so, it ties strategic management literature to SCM and supplier selection research. As a result of these investigations, this research holistically introduces the concept of consensus to the discipline. Design/methodology/approach – The study analyzes a sample of 88 sourcing teams (233 team members) from three manufacturing companies using regression analysis and moderated regressions. Findings – Consensus on objectives for supplier selection among sourcing team members is positively related to the selection of higher performing suppliers. Sourcing team member experience is positively related to the level of consensus, and formalization of the selection process positively moderates the consensus-performance relationship. Team demographic diversity does not affect consensus among team members or supplier selection effectiveness. Research limitations/implications – This study investigates consensus on objectives as a state within the sourcing team; it does not analyze how decision-making processes unfold in situations of low- or high-initial consensus among sourcing team members. Practical implications – This paper provides insights into the drivers and effects of consensus on objectives and formalization of supplier selection in cross-functional setups. Originality/value – This research addresses a gap in the SCM literature by investigating the role of consensus on objectives and thereby contributes to a better understanding of cross-functional sourcing team setups and effectiveness. The study introduces a key construct from the strategic management literature to supply management research, and empirical evidence shows how consensus can improve supplier selection performance.

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Peelle, Henry E. "Appreciative Inquiry and Creative Problem Solving in Cross-Functional Teams." Journal of Applied Behavioral Science 42, no. 4 (December 2006): 447–67. http://dx.doi.org/10.1177/0021886306292479.

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Laurent, Jean, and Robert M. Leicht. "Practices for Designing Cross-Functional Teams for Integrated Project Delivery." Journal of Construction Engineering and Management 145, no. 3 (March 2019): 05019001. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001605.

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Kaufmann, Lutz, and Claudia M. Wagner. "Affective diversity and emotional intelligence in cross-functional sourcing teams." Journal of Purchasing and Supply Management 23, no. 1 (January 2017): 5–16. http://dx.doi.org/10.1016/j.pursup.2016.07.004.

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Young-Hyman, Trevor. "Cooperating without Co-laboring." Administrative Science Quarterly 62, no. 1 (June 23, 2016): 179–214. http://dx.doi.org/10.1177/0001839216655090.

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I examine how different distributions of ownership and governance rights in firms affect the optimal organization of cross-functional project teams for knowledge-intensive work. I analyze multi-method data from two competing automated manufacturing equipment engineering firms with contrasting formal power structures, one a worker cooperative with ownership and governance rights distributed across occupations and the other a conventional firm with ownership and governance rights concentrated in the hands of several senior workers in one occupational group. Contrary to prior research, my findings suggest that when collective tasks are uncertain and complex, the benefits of cross-functional interactions depend on organizations’ formal power structure: cross-functional interactions improve teams’ productivity in the context of concentrated ownership and governance rights but not when ownership and governance rights are widely distributed among workers. Fieldwork at the two firms revealed three mechanisms by which dispersed formal power decreases the productivity benefits of cross-functional interaction: it reduces status distinctions among team members, increasing the labor hours required to resolve conflicts; boosts participation in oversight and coordination processes outside teams so that workers have more access to information and less need for cross-functional interactions; and increases the distribution of knowledge-management technology, which increases workers’ autonomy and reduces the value of cross-functional interactions.

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Cordero, Rene, George F. Farris, and Nancy DiTomaso. "Technical Professionals in Cross-functional Teams: Their Quality of Work Life." Journal of Product Innovation Management 15, no. 6 (November 1998): 550–63. http://dx.doi.org/10.1111/1540-5885.1560550.

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McDonough, Edward F. "Investigation of Factors Contributing to the Success of Cross-Functional Teams." Journal of Product Innovation Management 17, no. 3 (May 2000): 221–35. http://dx.doi.org/10.1111/1540-5885.1730221.

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Cui, Zhijian. "Decision Making in Cross-Functional Teams: The Role of Decision Power*." Decision Sciences 47, no. 3 (September 28, 2015): 492–523. http://dx.doi.org/10.1111/deci.12188.

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Journal articles on the topic 'Cross- functional teams'

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