Rozprawy doktorskie: „Cross- functional teams”

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Van, Aken Eileen M. "Determinants of team effectiveness for cross-functional organizational design teams". Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-11082006-133627/.

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Cook, William G. (William Gregory). "The impact of cross-functional teams on aircraft carrier construction". Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/46223.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 1997.
Includes bibliographical references (p. 96).
by William G. Cook.
S.M.

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Wernberg, Duncan. "Exploring the antecedents of peer accountability in cross functional teams". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79575.

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Purpose Accountability, deemed necessary for organisations and society alike, is linked to increased levels of individual, group and organisational performance. Although there has been a recent rise of academic literature’s attempt to better understand accountability, many gaps remain. This research focuses on one of the under-researched areas of accountability, known as peer accountability, where accountability is necessary on a peer to peer level. This research attempts to understand how this type of accountability is experienced by individuals operating in cross-functional teams, and in so doing, identify the antecedents of accountability of this nature. Methodology Exploratory in its nature, this research takes form of a qualitative study. The research utilises the Interactive Qualitative Analysis process, which is a structured approach to performing qualitative research. This approach is reliant on the voices and experiences of those closest to the phenomenon and prescribes the collection of data through the use of a focus group. The focus group consisted of 12 individuals who operate in cross-functional teams and lasted 4 hours. Results the results of the research highlighted five key elements associated with peer accountability. These are, management within the cross-functional team, team culture and dynamics within the cross-functional team, collaborative communication within the cross-functional team and individual accountability within the cross-functional team. Value Through combination of the results gathered and a review of existing accountability literature, a model highlighting the antecedents of peer accountability within cross-functional teams was proposed.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Turner, Craig, Keith Johnson i W. Andrew Clark. "Diverse Cross Functional Student Teams: A Teaching Tool For Enhanced Learning". Digital Commons @ East Tennessee State University, 2004. https://dc.etsu.edu/etsu-works/2503.

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Traditional engineering and science teaching methodology has been to train like-minded students within the discipline of their respective majors. Curriculum time constraints, however, limit the number and nature of out of discipline elective courses. As a result, students are well trained within their respective fields of study but lack the breadth of experience in interacting with other diverse disciplines. Industry, particularly technology-based companies, has observed that solutions to problems have a greater probability of success when all interested parties (purchasing, innovation, marketing, sales, manufacturing, etc.) have input in developing a plan to achieve a desired corporate outcome. It is through this collective action of diverse disciplines that unique solutions are conceived. Many times breakthroughs in innovation and product development occur not through the actions of companies in direct competition but through new entrant companies by modifying technology currently residing in different markets and applications. The breakthrough occurs because the new entrants are not bound by the technology paradigms constraining innovation in their particular market arena. Our goal is to take the diversity lessons gleaned from industry and incorporate them into coursework that creates diverse cross-functional teams such that students learn the benefits of cross-discipline diversity. The College of Business and Technology at ETSU is itself a diverse blend of disciplines (Engineering Technology, Entrepreneurship, Human Nutrition, Marketing, Digital Media, etc) and several graduate and undergraduate courses residing in different departments within the college have intentional programs that encourage cross-discipline enrollment. This action is further facilitated through dual course listings between departments for the same course. Examples of diverse discipline teams will be discussed with attention to outcomes and challenges. Through this diverse cooperative program, students from the technology, business, applied human sciences and digital media disciplines gain a perspective for each other’s expertise and learn to develop teams with diverse skills to meet the increasing challenges for managing business and technology.

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Gidlund, Maja. "Measuring feature team characteristics of software development teams". Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.

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This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.

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Keshwan, Abdulmohsin. "Utilising cross-functional teams to achieve marketing/operations integration for delivery priority". Thesis, University of Salford, 2016. http://usir.salford.ac.uk/40450/.

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In today's manufacturing environment, due to the complexity of products, and the progress of technology, organisations are forced to be more responsive to the pressure of the dynamic market by developing, producing and delivering products quickly and before competitors (Bendoly et al., 2012; Gattiker, 2007). As a result, the integration between marketing and operations as core functions of a manufacturing organisation (Slack et al., 2013) has increasingly received attention from many academics and practitioners (e.g., Hausman et al., 2002; O’Leary-Kelly & Flores, 2002; Prabhaker, 2001; Swink & Song, 2007; Tang, 2010). This is because of the importance of the marketing and operations interface to achieve more rapid responsiveness to market demand through the fit between market requirements and operations capabilities (Slack et al., 2009). Despite the importance of this work, empirical research on how to achieve and develop this integration is still limited in comparison with conceptual work (Felekoglu et al., 2013; Paiva, 2010; Sharma, 2013; Song et al., 2010). Therefore, this study is an attempt to narrow this gap by investigating why and how to manage the marketing and operations functional relationship effectively in order to become more market oriented. The framework of this research consists of four phases namely; the needs (reasons for integration), the methods (cross-functional teams), the development (potential problems), and the achievement (delivery priority). This framework represents a strategic imperative for developing the delivery performance of an organisation based on the fit between strategy (time-based strategy), organisational structure (cross-functional integration), and environment (the competitive position) (Lenz, 1980; Miller, 1988). Empirically, due to the need to develop the performance of Iraqi public industry sector, two Iraqi public textile organisations were chosen as case studies to conduct this project by using semi-structured interviews and direct observation to gather data. According to the findings of this research, it can be argued that this study would be an approach to implement market orientation in the Iraqi context albeit one which is difficult to execute.

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Cassematis, Peter, i n/a. "Improving Internal Functioning of Cross-Functional Teams: A Social Identity Theory Based Process". Griffith University. School of Psychology, 2006. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20070710.134636.

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Cross-functional teams are becoming increasingly common in organisations. However, a large proportion of these teams fail to meet their full potential as social and productive units. The present research was conducted under the assumption that a cross-functional team involves simultaneous intragroup and intergroup contact. The failure of cross-functional teams often involves the neglect of normal social psychological processes that occur in intergroup contexts that may potentially be employed to increase the likelihood of success with cross-functional teams. The social identity theory approach to intergroup relations was used to formulate two identity management strategies intended to improve the functioning of a cross-functional team. One strategy involved social interaction within an intragroup social frame. The intragroup aspect was apparent in that there was no outgroup present, with participants operating at the intergroup level of psychological processing after exposure to (successful) pre-task manipulations intended to facilitate acceptance of the task group social identity. The intragroup identity management process required increasing pre-task salience of the task group social identity, absence of any outgroup, wearing a team uniform, and performance of an intellectually challenging problem solving as a group. A second identity management process was based in an intergroup social frame. The intergroup procedure involved pre-task manipulation of social identity, wearing of a team uniform, and performance of a physically and intellectually involving problem solving task in a competitive intergroup social frame. Two separate studies were performed. In Study one, 110 university students were randomly assigned to 'mono-functional' teams (teams with no obvious basis for internal intergroup differentiation). The relative efficacy of either of the two identity management processes was assessed with regards to changes in social identity, subjective uncertainty, conceptualisation of the aggregate, similarity, heterogeneity, effort, and trust. Pre-post within groups differences were analysed Improving functioning of cross-functional teams by repeated measures ANOVA. Between groups differences were analysed with ANCOVA. The results indicated both identity management strategies resulted in improved team functioning. In general, neither strategy was notably superior to the other, however there was less subjective uncertainty reported by participants from the intragroup condition than those from the intergroup condition due to the effect of losing the competition. Participants from losing teams also became more aware of 'subgroups within the single group' than those from the intragroup condition. Participants from the intergroup condition were less likely to think of themselves as separate individuals than participants from the intragroup condition. The social identity theory approach to intergroup relations was useful for interpreting the results as well as developing the two strategies which suggests SIT/SCT provide a potentially useful conceptual base from which to develop team building processes in mono-functional teams. In study 2, 110 university students were assigned to cross-functional teams (composite task groups containing three academic subgroups). The identity management processes used in Study one were extended by drawing participant attention to the presence of subgroups within the cross-functional teams. The intragroup process involved pre-task manipulation of social identity, wearing uniforms which denoted both task group and subgroup membership, and performance of an intellectually challenging problem solving task which was performed with out an outgroup present. The intergroup identity management strategy involved pre-task manipulation of social identity, performance of a physically and intellectually involving problem solving task requiring integration of subgroup knowledge and inter-functional cooperation within a competitive intergroup context. As in the intragroup condition, participants were made aware of the social complexity of the task group through their uniforms. Participants responded differently to the two identity management processes, with the intergroup strategy proving more beneficial than the intragroup strategy. The intragroup process was marked by non-significant pre-post differences, indicating neither Improving functioning of cross-functional teams a marked improvement nor decline in group functioning. In contrast, participants from the intergroup condition reported results indicating increased post-task self-definition with the cross-functional team, increased trust, and higher effort. Losing the competition did not impact on post-task levels of any dependent variable with the exception of subjective uncertainty, where 'winners' reported less uncertainty than 'losers'. The intergroup condition gave rise to the most potential perceived 'distinctiveness threat'; however there was no sign of any threat across the array of dependent variables. Therefore it can be suggested that the intergroup identity management strategy provided some protection to the cross-functional team from the negative impact of inter-functional distinctiveness threat. All results could be explained with recourse to the concepts of SIT/SCT which suggests social identity theory has utility for interpreting results as well as developing team building processes in cross-functional teams. Future research in cross-functional team settings would benefit from the development of comprehensive measures of uncertainty, status, and heterogeneity with item content drawn from social identity and self-categorisation theories.

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Cassematis, Peter. "Improving Internal Functioning of Cross-Functional Teams: A Social Identity Theory Based Process". Thesis, Griffith University, 2006. http://hdl.handle.net/10072/365852.

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Cross-functional teams are becoming increasingly common in organisations. However, a large proportion of these teams fail to meet their full potential as social and productive units. The present research was conducted under the assumption that a cross-functional team involves simultaneous intragroup and intergroup contact. The failure of cross-functional teams often involves the neglect of normal social psychological processes that occur in intergroup contexts that may potentially be employed to increase the likelihood of success with cross-functional teams. The social identity theory approach to intergroup relations was used to formulate two identity management strategies intended to improve the functioning of a cross-functional team. One strategy involved social interaction within an intragroup social frame. The intragroup aspect was apparent in that there was no outgroup present, with participants operating at the intergroup level of psychological processing after exposure to (successful) pre-task manipulations intended to facilitate acceptance of the task group social identity. The intragroup identity management process required increasing pre-task salience of the task group social identity, absence of any outgroup, wearing a team uniform, and performance of an intellectually challenging problem solving as a group. A second identity management process was based in an intergroup social frame. The intergroup procedure involved pre-task manipulation of social identity, wearing of a team uniform, and performance of a physically and intellectually involving problem solving task in a competitive intergroup social frame. Two separate studies were performed. In Study one, 110 university students were randomly assigned to 'mono-functional' teams (teams with no obvious basis for internal intergroup differentiation). The relative efficacy of either of the two identity management processes was assessed with regards to changes in social identity, subjective uncertainty, conceptualisation of the aggregate, similarity, heterogeneity, effort, and trust. Pre-post within groups differences were analysed Improving functioning of cross-functional teams by repeated measures ANOVA. Between groups differences were analysed with ANCOVA. The results indicated both identity management strategies resulted in improved team functioning. In general, neither strategy was notably superior to the other, however there was less subjective uncertainty reported by participants from the intragroup condition than those from the intergroup condition due to the effect of losing the competition. Participants from losing teams also became more aware of 'subgroups within the single group' than those from the intragroup condition. Participants from the intergroup condition were less likely to think of themselves as separate individuals than participants from the intragroup condition. The social identity theory approach to intergroup relations was useful for interpreting the results as well as developing the two strategies which suggests SIT/SCT provide a potentially useful conceptual base from which to develop team building processes in mono-functional teams. In study 2, 110 university students were assigned to cross-functional teams (composite task groups containing three academic subgroups). The identity management processes used in Study one were extended by drawing participant attention to the presence of subgroups within the cross-functional teams. The intragroup process involved pre-task manipulation of social identity, wearing uniforms which denoted both task group and subgroup membership, and performance of an intellectually challenging problem solving task which was performed with out an outgroup present. The intergroup identity management strategy involved pre-task manipulation of social identity, performance of a physically and intellectually involving problem solving task requiring integration of subgroup knowledge and inter-functional cooperation within a competitive intergroup context. As in the intragroup condition, participants were made aware of the social complexity of the task group through their uniforms. Participants responded differently to the two identity management processes, with the intergroup strategy proving more beneficial than the intragroup strategy. The intragroup process was marked by non-significant pre-post differences, indicating neither Improving functioning of cross-functional teams a marked improvement nor decline in group functioning. In contrast, participants from the intergroup condition reported results indicating increased post-task self-definition with the cross-functional team, increased trust, and higher effort. Losing the competition did not impact on post-task levels of any dependent variable with the exception of subjective uncertainty, where 'winners' reported less uncertainty than 'losers'. The intergroup condition gave rise to the most potential perceived 'distinctiveness threat'; however there was no sign of any threat across the array of dependent variables. Therefore it can be suggested that the intergroup identity management strategy provided some protection to the cross-functional team from the negative impact of inter-functional distinctiveness threat. All results could be explained with recourse to the concepts of SIT/SCT which suggests social identity theory has utility for interpreting results as well as developing team building processes in cross-functional teams. Future research in cross-functional team settings would benefit from the development of comprehensive measures of uncertainty, status, and heterogeneity with item content drawn from social identity and self-categorisation theories.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Psychology
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Ali, Majid. "Significant Attributes and Challenges Related to Cross-Functional Team Communications". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Marketing and Logistics, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-32062.

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Purpose The purpose of the research work is to investigate the importance of the communication in the cross-functional teams and in what which communicational tools provide better convenience of communication in cross-functional team members. Methodology An empirical study including the data collection from the interviews conducted from the participants working in cross-functional teams. Qualitative approach has been adopted to understand the communicational attributes in the cross-functional teams. For the analysis both deductive and abductive approach has been used. With the help of theoretical framework and empirical data, conclusions drown for better understanding of the concept. Findings The author has divided the search in two main segments, communicational effects on cross-functional team performance and effectiveness of particular communicational tools used by team members and team leaders. Empirical findings shows that without proper communication, cross-functional team are less tend to perform well to achieve set goals as well as face to face communications are more effective than other communicational tools. Research limitations The research work is limited to Scandinavian countries. Organizational communicational structures are not studied due to time factor. Other limitation of this research work is effect of cultural differences on communication. Implications The research work provides deep understanding of the different communicational effects on cross-functional team performance. The choice of communicational tool and proportional importance for the team members will help managers while selecting the tools of communication with the team members. Originality / value During the literature studies, author determined that there is potential of research for the communicational tools used in cross-functional team communications. The social media is taking over the traditional communicational tools which provide value for findings.
Thesis

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Nguyen, Anh Thi, i Alena Rukavishnikova. "Communication in Cross-Functional New Product Development Teams : A Case Study of a New Product Development Project in Sandvik". Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-18188.

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The research aims at analyzing the internal communication in a new product development project of Sandvik with expectation to explore possibilities of improvement. Throughout the research, internal communication seems to have a great impact on innovation and project performance. Several critical factors in building effective communication were identified as team size, superordinate goals, centralization of communication, early involvement, physical proximity, and leadership. Meetings were considered as a major and efficient method of communication within the project. Based on these issues, recommendations for improving internal communication within the project were suggested.

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Huang, Jimmy C. "Knowledge integration processes and dynamics : an empirical study of two cross-functional programme teams". Thesis, University of Warwick, 2000. http://wrap.warwick.ac.uk/36379/.

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This thesis critically reviews and evaluates theories of organisational knowledge and knowledge-related activities. Specifically, it assesses and synthesises relevant theories and thoughts to develop a conceptual model of the knowledge integration process. Empirical evidence, collected from two organisations- Boots The Chemists and NatWest Global Financial Markets is also exploited as a means of building a grounded theory of knowledge integration This theory explains the processes of knowledge integration within the context of crossfunctional project teams. It also considers the general factors that influence these processes, as well as the dynamic interrelationships between the proposed processes. The theory provides a framework not only for future research to systematically examine and test knowledge integration processes within different organisations, but also allows management to continuously anticipate knowledge integration activities within their own organisations. Based on a social construction perspective, this thesis demonstrates that knowledge integration is more than merely the representation of intellectual activities underlying the planning, redesign and implementation stages of a cross-functional programme. It also argues that cross-functional knowledge integration is a continuous process in which programme participants establish emotional alignment through social interaction. This research contributes to studies of organisational knowledge and knowledge-related activities by providing an explorative account that synthesises existing literature with empirical evidence. Secondly, this research contributes to the theoretical development of knowledge integration by focusing on its processes rather than just its outcomes and implications which have been the main concern of other researchers. Finally, the development of a cross-functional knowledge integration theory contributes to the consolidation of the intellectual and emotional dimensions of knowledge-related activities that have in the past been treated in isolation.

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Lennmor, Lynn. "Mind the Gap… A Case Study about Cross-functional Collaboration between Teams in Game Development". Thesis, KTH, Skolan för elektroteknik och datavetenskap (EECS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-254998.

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Game development today is a complex process that differs from traditional software development by presenting unique challenges stemming from a multidisciplinary structured process, including teams from multiple fields, such as art, sound, programming, design, human factors and more. This, together with the growth of the industry during recent years has increased the need for a more efficient cross-functional collaboration and understanding between these teams. This study focuses on the collaboration and understanding between two distinct teams, User Research (UR) and Development in order to try and shed some light on an emerging challenge of a gap in understanding that exists between the two fields. A case study was conducted at an established game company in Sweden, where a UR team was closely observed and analyzed. The results of this study showed that the issues and practices could be grouped into three different areas, Process, Communication, and Understanding that affected each other differently. Where a majority of the issues found often related to Communication and Understanding problems. The findings provided a glimpse of the gap in understanding in a game development process and what problems it can entail and what the possible solutions could streamline the process. However, in order to fully understand and fill this gap more thorough observations during a longer period of time is required.
Spelutveckling idag är en komplex process, som skiljer sig från traditionell programutveckling genom att den presenterar unika utmaningar som härstammar från en multidisciplinär strukturerad process. Som inkluderar teams från många olika fält, såsom konst, ljud, programmering, design, mänskliga faktorer och många fler. Detta tillsammans med utvidgning av industrin de senaste åren har det skett ett behov av mer effektivt tvärfunktionellt samarbete och förståelse mellan dessa team. Denna studie fokuserar på samarbete och förståelsen mellan två specifika team, User Research (UR) och Development för att försöka belysa den uppkomna utmaningen av en klyfta i förståelsen som existerar mellan de två fälten. En fallstudie gjordes på ett etablerat spelföretag i Sverige, där ett UR team noggrant observerades and analyserades. Resultaten från studien visar att problem och praxis kunde grupperas i tre olika områden, Process, Kommunikation och Förståelse där var och en påverkade varandra olika, där majoriteten av de identifierade problemen ofta relaterade till Kommunikation och Förståelse problem. Upptäckterna gav en skymt av klyftan i förståelse som finns i en spelutvecklingsprocess och vilka problem den kan medföra samt vilka möjliga lösningar som skulle kunna effektivisera denna process. Dock, för att få full förståelse över denna klyfta och hur man kan skulle kunna fylla den så behövs en mer noggrannare studie över en längre tid.

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Johnson, Susan L. "Cross-Functional Team Performance: Inquiry, Identity, and Shared Reality". Case Western Reserve University School of Graduate Studies / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=case1586782484754153.

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Siritanachot, Chansit. "The Impact of Interventional Change Techniques on an Internet Banking Cross-functional Team". The University of Waikato, 2008. http://hdl.handle.net/10289/2532.

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This study investigates the team aspects of a process improvement project situated in an Internet banking system maintenance and modification phase. To investigate how team processes could be improved in this context, four interventional change techniques were introduced and implemented during an action research study in which the researcher was included as one of the team members and participated during group meetings and discussions. Internet banking is an important Internet-delivered service which is expected to provide benefits for both commercial banks and bank customers. Internet banking allows bank customers to have the freedom to perform their financial activities at their convenience. Developing, maintaining, and improving Internet banking systems requires large amounts of investment to maintain high levels of Internet banking service quality, and the maintenance and modification phase of the overall lifecycle cost is a considerable part of this investment. Therefore, in order to ensure high levels of usability, reliability, and quality for these Internet banking services, commercial banks need to make significant investments in the maintenance and modification phases of their Internet banking systems' lifecycle. The four interventional change techniques used in this study were: departmental participation, equal participation, holistic scenario, and management support. The four techniques were found to be influential in developing process improvements in the maintenance and modification phase of Internet banking systems. These techniques generated several significant improvements which directly affected the way team members managed their work. The significant contributions of these interventional change techniques were: the creation of cross-functional multilevel teams, development of effective departmental participation and communication techniques, extended scope and knowledge by the team members of Internet banking systems, an increase in team learning and understanding, techniques to change problem structure, and an end to end problem-solving approach. ii These contributions also directly improved the performance of the Internet banking systems maintenance team, and there was a significant improvement in the outcomes of the Internet banking systems maintenance and modification phase.

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Schultz, Roberta J. "Customer business development through multi-functional teams, and external and internal collaborataive communication in relationship contexts /". free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9842563.

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Johnsson, Mikael. "Innovation Enablers and Their Importance for Innovation Teams". Doctoral thesis, Blekinge Tekniska Högskola, Institutionen för maskinteknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-13021.

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The aim of this research is to develop an understanding of factors that enable innovation teams to conduct agile innovation work in an industrial context. The background and reason for this research are not only that innovation is necessary for companies that want to stay in business, but also that these companies need to increase the speed of their innovation work to stay competitive. Research has demonstrated that cross-functional (X-functional) innovation teams are fast and agile, and are therefore assumed to be suitable for these activities. Still, there is much knowledge to be gained. Prior research has identified factors that are seen as important from an organizational, team, and individual perspective to enable teams to work with potentially innovative outcomes. However, in cases where teams have been created with the purpose of conducting innovation work, i.e. innovation teams, problems related to e.g. performance and learning have occurred, and the innovation work has stopped shortly after conducted research projects due to the high level of complexity. The research question (RQ) that this thesis explores is the following: “Which innovation enablers are important for innovation teams when conducting agile innovation work in an industrial context?” Based on the RQ, two sub-questions are formulated and operationalized to answer the RQ. Qualitative data have been collected from five innovation teams in two phases. Two innovation teams in two small- and medium-sized enterprises (SMEs) were studied in the first phase to clarify the situation for innovation teams before innovation work is begun. In the second phase, which built on the first one, three innovation teams in a large industrial company were studied as they conducted three separate innovation projects. This research revealed five main findings: first, knowledge about important innovation enablers (Enablers) revealed from a literature study; second, the Innovation Team Model (ITM), demonstrating innovation teams before innovation work is begun in relation to the individuals and organization in a holistic way; third, the innovation team creation process (CIT-process), a stepwise process in how to create an innovation team; fourth, the innovation facilitator, who supports and facilitates the innovation team throughout the CIT-process and the innovation projects; and fifth, the Extended Innovation Process (EIP), an extension of the traditional innovation process by a pre-phase, i.e. a Preparation-phase, to gather and prepare the innovation teams for forthcoming work. The findings regarding the importance of the CIT-process, the EIP, and the innovation facilitator were unexpected. The findings formed the Innovation Team Framework (ITF), which represents all of the findings in relation to each other. The EIP is used as the basis for which the other innovation enablers are provided to the innovation teams through an innovation facilitator’s competence throughout the innovation project. The ITF is multidimensional: it could serve as a tool to describe both the simplicity and the complexity when creating an innovation team and forthcoming work and activities. All separate findings within this research contribute to prior research in individual ways, however, the ITF is the main scientific contribution of this study to Innovation management. Practitioners can use the ITF as a complement to already established methodologies for product development or similar; however one should be aware of the limited nature of the data set that served as the basis for analysis and development of the ITF. Further studies regarding the ITF and its detailed models and processes are suggested.

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Henriksen, Svein. ""Et bra samarbeid kommer ikke av seg selv" en deskriptiv studie om teambuilding i en prosjektgruppe". Thesis, Halmstad University, School of Social and Health Sciences (HOS), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-2362.

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The aim of this study is to find out if teambuilding is a good tool to mobilize a project group to increase cooperation and work performance in the team. The master report is a descriptive study of how I planned, prepared and launched a teambuilding program for a project group in a South-Swedish municipality. The team members were hasty put together to launch a public polyclinic treatment program for drug addicts. The project team had less than one year to show good result of its work to get the project granted permanent founding from the municipality. But good cooperation among team members does not occur by itself. After a short time the project manager felt that the project group did not function like it should. I then started my work collected data from the group through interviews, meetings, observations, and questionnaires. My theoretical framework is among others the FIRO-theory, Team Role Inventory and theory X and Y. To be able to measure the effectiveness of the teambuilding I took the use of an individually written questionnaire to measure the situation in the team at one of my early meetings with the team and then again after the teambuilding. The result of my studies did not give a clear answer to the question; if team building is a good tool for mobilizing a project group to increased cooperation and work performance. The survey response on the follow up questionnaire after the teambuilding had too many non-response questions. That makes this study reliability weakened. On the other hand I will state that the development of the group through the teambuilding have shown some positive effects when it comes to cooperation between team members and between team members and team leader. On the other side the collected data also show that some of the project group’s positive advantages were weaken after the teambuilding. I have therefore not been able to verify my hypotheses that team building is a good tool to mobilize a project group to increase cooperation and work performance.

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Jansson, Timothy, i David Persson. "Management of cross-functional teams: The impact of motivation and Human Resources on efficiency in Swedish organizations". Thesis, Jönköping University, Internationella Handelshögskolan, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48729.

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Abstract Background: Facing an ever-changing, complex business world, organizations have become increasingly reliant on methods of dealing with complexity. One contemporary approach is the increasing utilization of cross-functional teams, composed of employees from different individual functions in business organizations. Ensuring the performances of cross-functional teams is increasingly important as their rate of utilization is increasing. Affecting cross-functional performance, motivation has been defined as one, among many factors affecting teams’ performance. Human Resources (HR) in organizations could allow practices for motivating the cross-functional team members. Purpose: This study examined the management of cross-functional teams’ motivation in Swedish organizations. Specifically, the impact of Human Resource practices on cross-functional teams to increase performance through motivation. Method: By conducting a triangulation of methods, survey data was collected from cross-functional team members, compared, and contrasted with interviews conducted with managers with HR-expertise, and built on contemporary literature. Conclusion: By focusing on the management of cross-functional teams, the study showed that the motivation of team members is highly influenced by Human Resource strategies. Through strategies, managers in organizations could effectively affect the performance of individuals and of the teams for them to perform effectively. The study showed that several Human Resource practices, like training and development of human capital, communication, and empowerment, are required, as these affect factors of cross-functional team motivation. An important aspect is that the factors and strategies that impact cross-functional team motivation are interconnected to team efficiency. Motivation alone is not sufficient, but it has positive connotations on the performance of the cross-functional teams. Therefore, as these aspects work in conjunction and have different impacting goals, these should be viewed holistically when setting up and implementing practices dealing with factors of motivation. Conclusively, the implementation of Human Resource practices impacting motivational factors is fundamental toPage | 3maintain and develop effective cross-functional teams and thereby increase organizations’ performance efficiency.

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AHLQVIST, JONATAN, i EDWARD ALPSTEN. "Cross-Functional Team Success Factors : A Case Study at a High-Growth Scale-Up". Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-275749.

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In a growing digital economy, the possibilities for newly established companies are immense, and the market for innovative, disruptive products has grown exponentially. In this environment, single-person start-ups exist alongside billion-dollar organizations with thousands of employees. Somewhere in the middle, scale-ups have become an increasingly interesting topic of study as they can be seen as the "successful" start-ups that are experiencing the transitional challenges of establishing themselves in an increasingly competitive market. As fast-growing scale-ups juggle customer's demand for new, innovative products/services alongside investor's demand for a viable business model, a need for a fast and adaptive product/service development environment arises. Here the concept of cross-functional teams becomes increasingly interesting as a tool for facing the challenges that such scale-ups face. This paper is an exploratory case-study following a cross-functional team at a tech scale-up in the Stockholm region. The company currently inhabits the gaming market and offers B2C products/services to thousands of customers. This case study follows the cross-functional team from its early inception to the later stages of its progress. This paper draws conclusions for optimal conditions and success factors that allow for cross-functional teams to reach their full potential. Being a case study, this paper is also able to analyze how different contextual factors have implications on how crossfunctional teams operate. In the end, success factors are laid out, both generally and contextually, giving readers insights into the benefits and challenges that go hand-inhand with cross-functional teams at high growth scale-ups.
I en snabbväxande digital ekonomi är möjligheterna för nyetablerade bolag enorma. Efterfrågan efter innovativa och disruptiva produkter har vuxit exponentiellt. I denna miljö existerar det både små start-ups och miljardbolag med tusentals anställda. Någonstans i mitten mellan start-ups och miljardbolag finns det ett bolagsstadie som benämns scale-up. Scale-up kan ses som framgångsrika start-ups som handskas med de utmaningar som kommer med att snabbt växa och samtidigt konkurrera i en tuff marknad. Snabbväxande scale-ups behöver balansera kundernas efterfrågan för innovativa produkter/tjänster samtidigt som eventuella investerare kräver bevis på att företaget har en lönsam affärsmodell. För att uppfylla allt detta krävs det en snabb, innovativ och adaptiv utvecklingsmiljö för företagets produkter och tjänster. Crossfunctional teams är en intressant modell för att hantera några av de utmaningar som scale-ups står inför. Denna studie är en explorativ fall-studie som följer ett cross-functional team på en svensk scale-up i baserad i Stockholmsregionen. Företaget är en leverantör till gamingindustrin och erbjuder B2C produkter och tjänster till tusentals kunder. Dennastudie följer ett cross-functional team från initierandet av teamet och under flera veckors tid. Studien bidrar med slutsatser gällande vilka förutsättningar och framgångsfaktorer som bidrar till att ett cross-functional team kan uppnå sin fulla potential. Denna fall-studie bidrar också med insikter kring hur olika kontextuella faktorer påverkar arbetet för crossfunctional team. Slutligen, presenterar studien olika framgångsfaktorer, både generella och kontextuella för cross-functional teams. Studien bidrar även med insikter gällande de olika fördelarna och utmaningarna som uppkommer om man arbetar med crossfunctional teams.

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Hamlin, Anna. "Towards a network-based knowledge culture : An exploratory case study of cross-functional integration in new product development teams". Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-55725.

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Background: The reason for conducting this master thesis within the field of knowledge management derived from the realization that there was a need for an increased understanding of the socio-cultural dynamics of the integration and transfer of knowledge in cross-functional new product development projects. Research advocates that organizations with organic project-based environments with fluid team boundaries may aggravate routine-based work and organizational memory, which in turn may lead to an organizations’ inability of capturing and storing existing personalized knowledge for internal storage and future transfer (Koskinen, 2004). For this reason, the conversion of knowledge for re-use between and within projects in an organization is not supported in a natural way (Lindner and Wald, 2011). To this end, organizational culture is critically important in facilitating a knowledge transfer culture within an organization that supports such knowledge conversion processes (Davenport and Prusak, 1998a). Thus, an increased understanding of the socio-cultural dynamics of knowledge integration and transfer in cross-functional projects is viewed as an opportunity to contribute with findings with interest in both industry and academia. Increasing the understanding of organizational culture’s role in knowledge conversion facilitation is particularly seen as an important research area in existing knowledge management research. The study aimed to produce a deeper understanding of these social processes by exploring and interpreting them in their real-life social contexts. Research question: How does organizational culture and knowledge management strategies support as well as hinder knowledge integration and transfer between cross-functional product development teams and specialists in a project-based organization? Purpose: To increase the understanding of the socio-cultural dynamics of knowledge integration and transfer in cross-functional projects. In order to study the socio-cultural elements, a case study in a global Swedish company engaged in new product development was conducted during the spring of 2016. Method: The research design of the study was case study. The empirical data was collected through face-to-face interviews, observations and studying of internal steering documentations. The author found it necessary to adopt an interpretivist epistemological position with a qualitative focus in alignment with employing abductive reasoning in order to understand the collected data and to explore the posed research question. Quality measures with respect to qualitative research studies were cautiously considered. Conclusion: This study found that an organization with a network-based knowledge culture and a standardized process with standards and routines for effective knowledge conversion processes are two sides of the same coin that can support the knowledge integration and transfer between cross-functional product development teams and specialists in a project-based organization. Further, both a single dominant organizational culture and multiple local cultures within an organization can both support and hinder the integration and transfer of knowledge. In extension to this finding, inconsistencies in the knowledge integration and transfer processes may evolve across these different cultural interpretations which may further support or hinder the social dynamics in an organization. Moreover, my study suggests that a network-based knowledge culture can interact with a standardized process in order to enable effective knowledge integration and transfer routines.

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Obey, Steven Z. (Steven Zehn). "Using QFC to fine-tune the process of transferring new products from cross-functional development of teams to manufacturing". Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11536.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, and Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1995.
Includes bibliographical references (p. 127-129).
by Steven Z. Obey.
M.S.

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Kyriazis, Elias. "The antecedents and consequences of the marketing manager and R&D manager working relationship during new product development an empirical study /". Access electronically, 2005. http://www.library.uow.edu.au/adt-NWU/public/adt-NWU20060522.103631/index.html.

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Ahlqvist, Theresé. "Hur ett tvärfunktionellt samarbete kan motverka stuprörsstrukturer : Kommunikationens roll i det organisatoriska gränssnittet mellan olika avdelningar". Thesis, Mittuniversitetet, Avdelningen för informations- och kommunikationssystem, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-28015.

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Stovepipes, or also called silos, appear in many different organizations and sectors and contribute to problems when employees or managers tend to look more to their own, or the individual departments, objectives rather than to the organizations. The purpose of this study was to identify different communicative factors that promote stovepipes in order to further identify the most critical factor to disarm. A case study has been done at a selected company, with a stovepipe structure, in order to achieve the purpose of the study. The case study has included interviews and observations to identify different problem areas which then have been compared with three communicative factors identified in previous studies. The factor that had the most connections to the problem areas have been considered the most critical factor. The result of the study indicates that “A lack of understanding each other's work” is the most critical factor in stovepipe structures and that it can be prevented by following five recommendations: bring up positive collaboration continually, raise problems with each other instead of with others, identify different communication paths in and between the departments, implement a long-term model for preventing stovepipes and set up workshops between the involved departments. The conclusion of the study is that stovepipes create several undesirable effects in the organization but that the efforts to counter these problems do not have to be complicated. Following five small steps into a better collaboration and communication can be enough to be on your way to a better organizational structure.
Stuprörsstrukturen visar sig i många olika organisationer och branscher, där den orsakar problem då medarbetare och chefer tenderar att se mer till sina egna, eller den enskilda avdelningens, målsättningar än organisationens övergripande. Studien syftar till att identifiera vilka kommunikativa faktorer som bidrar till stuprörsstrukturen, för att vidare urskilja den mest kritiska faktorn. För att uppnå studiens syfte har en fallstudie genomförts på ett utvalt företag med stuprörsstruktur. Vidare har intervjuer och observationer skett för att kunna urskilja olika problemområden, där de problemområden som identifierats sedan har ställts mot tre kommunikativa faktorer som framkommit som bidragande till stuprörsstrukturer i flertalet tidigare studier. Den faktor som har flest samband med de olika problemområdena har ansetts som den mest kritiska faktorn i studien. Resultatet av studien anger ”Bristande förståelse för varandras arbete” som den mest kritiska faktorn i en stuprörsstruktur och att denna kan motverkas genom att följa fem rekommendationer: lyft positiva samarbeten kontinuerligt, ta upp problematik med varandra direkt när den uppstår, kartlägg hur kommunikationen går i verksamheten, implementera en långsiktig modell samt ha löpande workshops med inblandade avdelningar. Slutsatsen är att stuprörsstrukturen kan skapa flera oönskade effekter i en verksamhet men att insatserna för att motverka dessa inte måste vara invecklade eller vidare resurskrävande. Att följa fem enkla steg mot bättre samverkan och kommunikation kan vara en bra bit påväg mot en bättre struktur.

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Dumitru, Catalina Diana [Verfasser], Guido [Akademischer Betreuer] Moellering, Margrit [Gutachter] Schreier i Hwee Hoon [Gutachter] Tan. "Practices of Building and Maintaining Trust in Cross-functional Teams / Catalina Diana Dumitru ; Gutachter: Margrit Schreier, Hwee Hoon Tan ; Betreuer: Guido Moellering". Bremen : IRC-Library, Information Resource Center der Jacobs University Bremen, 2019. http://d-nb.info/1194646670/34.

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Baldy, Ngayo Christine. "Enabling Conditions for Organizational Change Production by Cross Functional Teams in Multinational Corporations : An In-Depth Multi Cases Study of the Marketing, Sales and Distribution Transformation in Pharmaceutical Multinational Companies". Phd thesis, HEC, 2011. http://pastel.archives-ouvertes.fr/pastel-00708802.

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In today's ever-changing, competitive business environment, cross-functional teams are an increasingly popular mechanism to implement major business transformations within multinationals. Yet empirical data (Kotter, 1995; Beer, Eisenstat and Spector, 1990; Beer, 2000; Stvetena and Damian, 2006) support for the prevailing view that such teams, unless they are well managed, lead to failure. By drawing on an in depth comparative study of one Pilot Team and four teams dedicated to marketing, sales and distribution transformation in two pharmaceutical companies, we examine under which internal conditions cross-functional teams dedicated to organizational change enable or hinder organizational change within multinational corporations. The findings suggest that they succeed best through high level coupling activities with the remainder of the organization during the early and the later phases of a project, when practicing shared leadership and when organized as a semi-structure. This study contributes to the literature on organizational change in transcending the paradoxical relationships between stability and change, to the literature on the practice-based approach in making more explicit the relationships between practices and organizations and provides implications for managers involved in major business transformations in multinational corporations.

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Souza, Renata Cony de. "Caracterizando o papel do design no desenvolvimento de produtos digitais através da percepção de uma equipe multidisciplinar". reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2016. http://hdl.handle.net/10183/142666.

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A presente pesquisa trata da compreensão e caracterização do papel do design dentro de uma empresa de desenvolvimento de produtos digitais por meio do ponto de vista de membros das equipes de projetos e seus gestores. Uma das principais motivações para a condução do estudo provém do fato de que poucas pesquisas do tipo foram realizadas em âmbito regional e direcionadas a projetos digitais, a fim de explorar o tema. Pretende-se com a pesquisa, fornecer subsídios para um melhor aproveitamento dos benefícios do uso do design e das habilidades dos designers. A investigação foi conduzida, a partir de um estudo de caso realizado na empresa onde a pesquisadora atua também como designer e fundamentada sob uma perspectiva temporal dos papéis do design e do entendimento sobre o funcionamento de equipes multidisciplinares no processo de desenvolvimento de produtos digitais. Foram selecionados dois instrumentos de fundamentação teórica para análise dos resultados, a Design Ladder e a Taxonomia dos Papéis do Design. Por fim, apresenta-se uma discussão sobre a percepção do design pelos membros da equipe e concluiu-se que o nível de maturidade em design detectado no objeto de estudo encontra-se no segundo nível da Design Ladder: design como provedor de diferencial estético, embora seja percebido através dos discursos o desejo pelo terceiro nível, que trata o design como processo.
This research deals with the understanding and characterization of the role of design in a digital product development company and through the point of view of members of the project teams and their managers. One of the main motivation for conducting this study is due to the fact that little research has been conducted at the regional level and oriented for digital products, in order to explore the topic, and also with the aim of providing subsidies to better exploit the benefits of the use of design and designers skills. The investigation was conducted from a case study in the company where the researcher works as a designer too and based on a temporal perspective of the roles of design and understanding of the functioning of multidisciplinary teams in the digital product development process. Two instruments were selected from the theoretical background in order to analyze the results: the Design Ladder and the Taxonomy of Roles Design. Lastly, a discussion is presented on the perception of design and was concluded that the ripeness level of design are in the second level of Design Ladder: design as esthetics, although it is perceived by the team speech a desire for reach the third level who treats design as a process.

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Limbäck, Ida, i Semer Said Yahya. "The Extent of Customer Data : A study of creating value from customer data for the finance department". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-438451.

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Among the diverse perspectives of value creation throughout history, recent studies imply that CFOs and finance officials can contribute to a holistic value creation process by integrating different business values. Therefore, this study aims to research whether the current dilemma of intangible assets (customer data) plays an important role in financial activities to lead to business value creation. The literature review highlights three independent variables; customer loyalty, decision-making, and predicting that are tested for an effect on the dependent variable value creation. Additionally, previous studies highlight data as efficiently utilized in cross-functional environments. A moderating variable cross-functional teams is thereby examined if it has a moderating effect. An online questionnaire was sent to 56 companies who were interested in participating, of which eventually 42 companies responded. Given the low response rate, the results revealed that decision-making was significant and valuable for the finance department’s value creation. However, the moderating effect significantly revealed, on the contrary, to strengthen predicting capabilities for the finance department to create value.
Begreppet värdeskapande har historiskt sett studerats utifrån olika perspektiv. Tidigare studier har visat på att finansavdelningen kan, utöver de traditionella uppgifterna, bidra till att skapa värde inom företaget. Med bakgrund i detta är syftet med studien att undersöka huruvida det nuvarande dilemmat med immateriella tillgångar (kunddata) spelar en viktig roll i finansiella aktiviteter för att leda till skapande av affärsvärde. En litteraturöversikt i studien belyser följande värden som kunddata eventuellt leder till: kundlojalitet, beslutsfattande och förutsägelser. Variablerna testas i denna studie för att se om det, ur ett finansiellt perspektiv, har en effekt på värdeskapande. Tidigare studier visar även att data kan användas effektivt i tvärfunktionella miljöer. En modererande variabel tvärfunktionella team undersöks därmed för att se om den har en interaktionseffekt. Ett frågeformulär sändes till 56 företag som var intresserade av att delta, varav 42 företag svarade. Givet bristen på antal respondenter, visar resultatet att beslutfattande är en värdefull faktor för värdeskapande. Resultatet av moderatorn visar att den styrker relationen mellan förutsägelser och värdeskapande för finansavdelningen.

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BRICK, ADÉLE, i HELENA HABBERSTAD. "Produktutvecklingsprocesser vid digitalisering av hemprodukter : Påverkan på intern struktur, projekttid, användardata och produktutvecklingsmetod". Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279785.

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Under de senaste åren har digitaliseringen av fysiska produkter ökat, och allt fler företag har därmed börjat implementera digitala komponenter i sina produkter. Att implementera mjukvara i en analog produkt innebär nya utmaningar för produktutvecklingsteam som tidigare arbetat med att ta fram analoga produkter. Många företag har i och med digitaliseringen valt att anpassa sina produktutvecklingsmetoder med målet att integrera de digitala och analoga produktutvecklingsprocesserna med varandra. Syftet med studien är att undersöka hur produktutvecklingsprocesserna ser ut idag på produktutvecklande företag som har genomgått en digitalisering. De aspekter som har tagits extra hänsyn till är projekttid, produktutvecklingsmetod, företagets organisering och struktur samt insamling och implementering av användardata i produktutvecklingsprocessen. Företag som utvecklar uppkopplade produkter för hemmet är exempel på företag som just nu genomgår en digitalisering av tidigare analoga produkter, därför har företag med detta spår valts som inriktning vid denna studie. Studien har utförts genom en inledande litteraturstudie följt av kvalitativa intervjuer med fyra responderande företag, som samtliga utvecklar uppkopplade hemprodukter vilka innehåller IoT-teknologi. Studien visar att företagen strävar mot ett agilt arbetssätt, men att det finns svårigheter med att integrera hårdvaru- och mjukvaruutveckling i produktutvecklingsprocesserna. Trots detta upplevs utvecklingstiden i projekt som oförändrad jämfört med innan digitaliseringen. Det framkommer även att tvärfunktionalitet hos utvecklingsteamen är en fördel i samspelet mellan de digitala och analoga delarna av produktutvecklingen. Studien visade slutligen att kunddata som samlas in via digitaliserade produkter används av företag som ett verktyg för att effektivisera produktutvecklingen.
In recent years digitalization of physical products has increased, and many companies has therefore started to implement digital components in their products. To add software to an analog product creates new challenges for the product development teams, which up until then mainly have been developing analog products. Many companies have, as a result of the digitalization, chosen to adapt their product development methods to manage the integration between digital and analog development processes. The purpose of this study is to investigate what the product developing process looks like today in companies that have digitalized their products. The aspects that are specifically considered are; project duration, product development method, organizational structure of the company, and implementation of big data in the product development process. Companies that develop products for home use is one example of companies that are going through a digitalization process of their previously analog products, which is why this branch of companies is targeted in this study. The study was conducted through an initial literature study, followed by interviews with four responding companies, who all develop connected home products containing IoT-technology. The study shows that the companies aim for a more agile work procedure, but that there are problems with integrating hardware and software development in product development processes. Nonetheless, the time duration of the projects does not appear to have changed significantly in comparison to pre-digitalization. It is also revealed that cross-functional teams are an advantage within the collaboration between the digital and analog parts in the development process. The study finally shows that big data, collected through digitalized products, is used by the companies as a tool for increasing the effectiveness of the product development.

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Andersson, Emma, i Viktoria Arndt. "Konsten att skapa den lilla innovativa världen : Hur företag driver fram hållbara innovationer". Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-68552.

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Bakgrund: Den tilltagande oron för vår planets välmående har medfört ett ökat samhällsfokus på hållbar utveckling. Det är av vikt att företag engagerar sig i hållbar utveckling delvis eftersom de orsakar många hållbarhetsrelaterade problem, och delvis eftersom de har de resurser som krävs för att lösa problemen. För att påverka hållbar utveckling behöver företag driva fram hållbara innovationer för att förändra deras produkter, processer och affärsmodeller. Forskningsfältet gällande hållbara innovationer är dock i en initial uppbyggnadsfas, och därmed behövs fler studier. Framförallt är forskningsområdet i behov av fler kvalitativa studier som belyser hur hållbara innovationer utvecklas på företagsnivå. Syfte: Syftet med uppsatsen är att öka förståelsen för hur hållbarhet införlivas i företags innovationsprocesser. Metod: En kvalitativ studie med åtta respondenter fördelade över sju semistrukturerade intervjuer. Slutsatser: Studien visar på tre faktorer som behövs för att skapa en organisationskultur där lärande uppmuntras. De tre faktorerna är hållbarhetsramverk, tillit till anställdas förmåga samt frihet i att utforma arbetsprocesser. Tillsammans leder faktorerna till att skapa en lärande kultur som driver införlivande av hållbarhet i innovationsprocessen. Studien visar också att tvärfunktionella grupper behöver skapas i de initiala faserna av innovationsprocessen. De tvärfunktionella grupperna bör tillåtas inneha ett explorativt idésökande som arbetssätt. Det explorativa sökandet efter innovationer kan ske internt inom företagen eller genom externa samarbeten.
Background: The increasing concern for our planet’s well-being has induced an increased focus on sustainable development. It is of importance for companies to engage in sustainable development, partly since they are the reason for many sustainability-related issues, and partly because they have the resources required to solve the issues. In order to affect sustainable development, companies need to develop sustainable innovations to change their products, processes and business models. However, the research field concerning sustainable innovations is still in its infancy stage and therefore requires more research. In particular, the research field is in need of more qualitative research which refers to how sustainable innovations are developed on a company level. Purpose: The aim of this study is to increase the understanding of how sustainability can be incorporated into the innovation process. Method: A qualitative study with eight respondents distributed across seven semi-structured interviews. Findings: The study points out three factors that are essential when creating an organizational culture which encourage learning. The three factors are sustainable framework, trust in the employees’ abilities and lastly freedom for employees to form their work processes. Together the factors create a learning culture that drives the incorporation of sustainability into the innovation process. The study also pinpoints the need of creating cross-functional groups in the initial phases of the innovation process. The cross-functional teams should be encouraged to use an exploratory search method. An exploratory search for innovation can be conducted within the corporation or through external collaborations.

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TRAN, HANNA, i EMMY VESTERBERG. "Konsumentinvolvering i produktutvecklingsprocessen i vitvarubranschen". Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279767.

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Konkurrensen på marknaden blir allt tuffare och i takt med detta blir kundperspektivet en allt viktigare framgångsfaktor. Syftet med denna rapport är därför att undersöka och fördjupa förståelsen för hur företag inom vitvarubranschen använder sig av användarinvolvering i produktutvecklingsprocessens olika faser. Dessutom ska det skapas en förståelse för vad detta ger för effekter för företaget samt hur de använder och sprider kunskap från involveringen av konsumenter. Forskningsfrågorna besvarades genom en djupgående litteraturstudie för sedan att bygga upp en teoretisk referensram och därigenom få en uppfattning av rådande teorier och metoder som används vid kundinvolvering. Detta jämfördes sedan med en semistrukturerad intervjustudie där kundinvolvering inom vitvarubranschen undersökts. Respondenterna som deltog i intervjustudien var anställda hos Electrolux, ett internationellt företag som arbetar med vitvaruprodukter. Studien visar att det finns olika åsikter kring kundinvolvering vad gäller i vilka faser konsumenten ska involveras i processen och i vilken grad involveringen ska ske. Resultatet visade att de metoder som används för att integrera användare i produktutvecklingen huvudsakligen används i informationssyfte för att skapa en förståelse och kunskap om konsumentens användande av produkten, som sedan kan användas av produktutvecklarna. Att involvera konsumenter i arbetet ansågs främst ha positiva effekter, men att det fanns vissa svårigheter som var viktiga att ta hänsyn till för att nå ett önskat och användbart resultat. Dessutom visar studien att tvärfunktionella samarbeten bidrar till enklare kommunikation och informationshantering eftersom flera olika funktioner är med under hela produktutvecklingsprocessen.
The competition in the market is getting far more resilient, hence, the customer perspective becomes an increasingly important success factor. The purpose of this report is, therefore, to investigate and immerse the understanding of how companies in the home appliance industry implement customer involvement in the different phases of the product development process. In addition, an understanding of how customer involvement will affect the company and how they use and spread the knowledge from these implementations will be created. The research questions were answered through an in-depth literature study to create a theoretical framework and therefore gain an understanding of prevailing theories and methods used in customer involvement. This was subsequently compared with a semi-structured interview study in which customer involvement in the home appliances industry was investigated. The respondents who participated in the interview study worked at Electrolux, an international company in the home appliance industry. The study shows that there are different opinions about customer involvement regarding the phases in which the consumer should be involved in the process and to what extent the integration should take place. The results of this research indicate that the methods used to integrate users in the product development process are mainly for informational purposes, to create an understanding and knowledge of the consumer's use of the product. This knowledge could later on can be used by the product developers. Involving consumers in the process was considered to have positive effects, however there were some difficulties that were important to take into account in order to achieve a desired and useful result. The study also shows that cross-functional teams could contribute to easier communication and information management since many different functions are involved throughout the product development process.

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Antell, Beatrice, i Emma Heijl. "Central Purchasing at Stora Enso : A Survey of the Supplier Relations". Thesis, Linköping University, Department of Management and Economics, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2649.

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The purpose of this study is to investigate the suppliers’ view of their relation to Stora Enso. The study focuses on the relation between the central purchasing unit of Stora Enso and the suppliers but also gives indications of how the overall interface between Stora Enso and the suppliers works. The purpose is explored through a number of research objectives, which are presented below.

Areas essential for the functioning of the central purchasing unit:

- The overall organisation of Stora Enso’s purchasing activities,

- Stora Enso’s cross-functional purchasing teams,

- The internal coordination and communication,

- The relational bonds between Stora Enso and the suppliers

Important goals and visions for the central purchasing unit:

- Minimising the Total Business Cost,

- Being an attractive partner to the suppliers

Currently discussed issues within the central purchasing organisation:

- The potential for closer cooperation between Stora Enso and the suppliers,

- The professionalism of Stora Enso’s purchasers

Stora Enso is well organised for purchasing but the centrally coordinated cross-functional teams are not working as well as they could. The internal coordination has improved lately but the central purchasing unit’s mission to optimise for Stora Enso as a whole often creates tension within the organisation, as a result of the mills being profit centres. The internal communication is not efficient, and the suppliers are strengthening their bonds with the mills by taking over the responsibility for certain information flows. The central purchasing unit and the cross-functional teams have the responsibility but not the authority to carry out their task of identifying and reducing the Total Business Cost. Stora Enso is an attractive customer for their suppliers, mainly because of the big volumes they represent. The current negotiation strategies are not advantageous for the introduction of collaborative supplier relations but other factors in the relation between the suppliers and Stora Enso speak strongly in favour for such a strategic change. When it comes to professionalism and business moral the suppliers give the central purchasing unit a very positive evaluation.

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Marr, Shuna A. "Work process knowledge in Scottish visitor attractions". Thesis, University of Stirling, 2007. http://hdl.handle.net/1893/254.

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Work process knowledge (WPK) is a concept for systems-level knowledge of the workplace and has been shown to be most important in organisations requiring multi-functional working. Most of the previous body of knowledge on WPK has focussed mainly on manufacturing industries; there has been less investigation of WPK in the service sector and none in the visitor attraction (VA) industry, an important employer in Scotland. The VA industry is extremely dynamic and many businesses are rapidly moving towards multi-functional team working, driven by an urgent need to develop quality, customer-focussed strategies to survive in an over-supplied and very competitive market. This study identifies the nature of WPK in Scottish VAs, what relationship WPK has to customer service, how WPK in this service sector differs from selected published studies in manufacturing and other service sector contexts and what factors affect the development of WPK in VAs. Following recruitment of a number of VAs using an online questionnaire and subsequent site visits, six sites were selected for case study, on the basis that they demonstrated most evidence of multi-functional working and staff with developed WPK. The research design was comparative case studies of the work processes and knowledge within these six VAs, based on a social constructivist framework, using the methods of key informant interviews and shadowing. Although these six sites represent a cross-spread of attractions in terms of types, location and size, they nonetheless show strong similarities in their basic business structure. The data show that WPK is an essential element of workers’ roles and a vital requirement in providing good customer service. Although VA managers do not use the term ‘work process knowledge’, they nonetheless recognise the importance of having staff with a wider view of their business and are actively encouraging its rapid development. Multi-functionality and job rotation are main ways of developing WPK but sites also use key workers with job roles that help develop high levels of WPK, who are then used as a staff resource. The main factor contributing to the development of WPK is communication, especially of systems-level information. Cultural information-sharing is an essential pre-condition for the development of WPK in this context. Other determining factors are flexibility, employee biographies, seasonality issues, how weddings and functions are handled on-site and the size and complexity of the site. WPK is the foundation on which good customer service is based and elements of it deliver customer service. It is the closely integrated nature of the employee-customer relationship that has such a profound effect on WPK development in this service sector industry and is essentially what differentiates it from previously published studies. The identification of the customer as a hitherto unrecognised key driver of WPK is the most important contribution to knowledge made by this work.

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Vai, Iok Pui. "Managing cross-functional virtual team : knowledge sharing, trust and leadership". Thesis, University of Macau, 2005. http://umaclib3.umac.mo/record=b1636670.

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Månsson, Lisa. "Pre-closing formulations in Meeting Talk : A Study of a Cross-functional Team Meeting at Ericsson in Stockholm". Thesis, Södertörns högskola, Institutionen för kultur och lärande, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-27797.

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Meetings are important arenas where institutional roles and relationships are acted out. Conversation analysis, a data-driven qualitative methodology utilized to study naturally occurring talk-in-interaction, was used in this study to uncover the mechanisms behind meeting talk. In a meeting shared understanding is essential and must be done in an economical manner. One interactional device to reach common agreement are formulations that summarize what has been said or draw out its relevant implication. In this essay, a sub-class of formulations, pre-closing formulations, are in focus. They serve to close the current topic and move on to the next. The aim of this thesis was to find out what kind of interactional devices are used in pre-closure formulations. The findings from the analysis of data, from a cross-functional team meeting at Ericsson in Stockholm, show how a pre-closing formulation followed by silence from the participants is the basis for an agreement. Furthermore the chair can utilize a pre-closing formulation to emphasize the topic of discussion and to influence the sense-making and thus “do” leadership. With a pre-closing formulation the meeting participants can be prepared to be held accountable for the status in a project. However, a pre-closing must not lead to a closing of the topic, the findings show how meeting participants act to continue after the chair’s candidate pre-closing formulation.

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Wang, Miao. "Design as Communication in Collaborative Innovation". University of Cincinnati / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1326828965.

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Molin-Juustila, T. (Tonja). "Cross-functional interaction during the early phases of user-centered software new product development: reconsidering the common area of interest". Doctoral thesis, University of Oulu, 2006. http://urn.fi/urn:isbn:9514280458.

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Abstract Applying the principles of user-centered development (UCD) in software development practice is not straightforward. In technology-push type software product development it is not clear how to match the new product innovation to the future needs of potential future users. Intensive collaboration between different organizational functions becomes essential. UCD provides valuable tools and practices as learning mechanisms both for users and for the company. The purpose of cross-functional interaction is to iteratively define the best possible market for the emerging new product. This study investigates cross-functional interaction during the early phases of a new software product. The roots of UCD are in traditional software engineering (SE). However, in a software product company it is necessary to take a broader new product development (NPD) perspective. The results indicate that the early phases of software NPD are actually a collaborative learning process in which representations of the new product are built iteratively, increasing multidisciplinary knowledge related to the evolving shared object of development. The cross-functionally shared object is more than the new software product. It is an emerging new vision for the whole new business area. Both the product and its users-customers-market develop iteratively. Traditionally this is considered to happen through communication within a cross-functional NPD team. Rather than one cross-functional team effort, software NPD seems to be a network of cross-functional activities. Furthermore, in software NPD practice the development of the new business unit may actually overlay the more established business organization. This has not been visible enough, and part of the problems with cross-functional interaction may be due to confusion between these two activity systems during every-day practices. Different mediating representations of the multidimensional object knowledge become crucial. The study starts with a summary of a three-year process improvement effort in one case company, providing the basis for theoretical reflections and analytical generalizations. SE and NPD literature is reviewed to situate the case within current theoretical understanding. The findings are synthesized using concepts from cultural-historical activity theory. This study will hopefully provoke the rethinking of some of the current taken-for-granted issues related to the management of new emerging software product businesses.

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Busso, Christianne Matias. "Aplicação do indicador Overall Equipment Effectiveness (OEE) e suas derivações como indicadores de desempenho global da utilização da capacidade de produção". Universidade de São Paulo, 2012. http://www.teses.usp.br/teses/disponiveis/3/3136/tde-16072013-115859/.

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A produtividade e competitividade de empresas intensivas em capital é muito dependente do grau de utilização de sua capacidade industrial. Muitos indicadores têm sido utilizados para medir o desempenho da manufatura, dentre eles o Overall Equipment Effectiveness (OEE). Contudo, somente altos índices de OEE não garantem um desempenho superior em uma fábrica. Alguns autores sugerem que a adoção de indicadores com maior abrangência como o Overall Plant Effectiveness (OPE) é mais adequada à medição e análise do desempenho global da manufatura por contemplar a influência de outras áreas da organização sobre a utilização da capacidade de uma fábrica. Esta pesquisa discute a aplicação do OEE em empresas cuja competitividade depende fortemente da sua habilidade em racionalizar a utilização da capacidade industrial e explora indicadores derivados da sua utilização. Com este propósito é realizada uma revisão bibliográfica da literatura para identificar suas limitações, relacionar os indicadores derivados do OEE e caracterizá-los como ferramentas gerenciais que podem oferecer uma perspectiva mais global à medição do desempenho da utilização da capacidade. Além disto, um estudo de caso é desenvolvido em uma empresa processadora de alimentos para identificar como se pode envolver os diversos agentes responsáveis pelas perdas de capacidade de produção, inclusive aqueles que atual além da área de manufatura, para eliminação ou controle deste problema. O estudo mostra que a aplicação do OPE além do OEE pode tornar a detecção da causa raiz de problemas mais eficaz, além de induzir a integração da estratégia de produção com outras estratégias funcionais e desta forma promover o aumento do desempenho global da manufatura.
Process industries have to strive to attain high resource utilization so as to increase their productivity and competitiveness in the market. Many indicators have been used to measure their manufacturing performance, one of them is the Overall Equipment Effectiveness (OEE). However, high OEE values per se do not ensure superior global performance. Some authors suggest that the consideration of indicators with broader magnitude such as Overall Plant Effectiveness (OPE) is more appropriate to measure and analyze the overall manufacturing performance since it also reflects the impacts of support areas on a plant\'s capacity utilization. This research reviews the application of OEE in companies that depend heavily on the ability to rationalize the utilization of their production capacity and explores the use of indicators derived from it. With this purpose, a literature review is presented to identify the limitations of OEE, to enumerate indicators derived from OEE and characterize them as management tools that may offer a more global perspective to the measurement of capacity utilization. Moreover, a case study is developed in a food processing company to identify how the diverse agents responsible for the losses in production capacity including those who perform beyond the manufacturing function, can be involved in the effort to eliminate or control this problem. The study shows that the use of OPE besides OEE can make the detection of the root cause of problems more effective and induce the integration of manufacturing strategy with other functional strategies, and thus promote the increase of overall manufacturing performance.

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LINDSTEDT, KIM, i SANNA LUNDIN. "Samverkan i produktutvecklingsprocessen på aktivitetsbaserade arbetsplatser : Påverkan inom team och mellan funktioner". Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279765.

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Under de senaste åren har företag försökt utforma sina kontorsmiljöer till en som uppmanar till mer kommunikation både inom och mellan olika funktioner i produktutvecklingsprocessen. Då produktutvecklingsprocessen omvandlar en produkt från idé till lansering anses en stor utmaning vara att integrera de involverade funktionerna med varandra. Därav har många företag implementerat aktivitetsbaserat kontor. Genom att implementera detta förväntar sig företagen att kommunikationen ökar och i sin tur, påverkar produktutvecklingsprocessen positivt. Däremot är forskningen omstridd angående hur aktivitetsbaserat faktiskt påverkar processen. Syftet med den här studien är att studera hur kommunikationen ser ut på aktivitetsbaserade kontor och hur samarbetet påverkas inom team och mellan funktioner under produktutvecklingsprocessen. Studien har utförts genom att inledningsvis genomföra en litteraturstudie för att få en ökad förståelse inom området. Därefter utfördes en kvalitativ semistrukturerad intervjuundersökning med fyra respondenter från två olika företag. Båda företagen hade implementerat aktivitetsbaserat kontor och arbetar med produktutvecklingsprocesser. Studien visar att vid implementering av aktivitetsbaserat kontor har de informella mötena ökat i frekvens och samverkan mellan funktioner har förbättrats. Inom team har dock det fysiska avståndet ökat vilket har resulterat i att interaktionen ansikte mot ansikte har minskat och mer kommunikation sker med digitala verktyg. När man inom teamet inte är samlokaliserade krävs mer struktur i arbetet vilket varit en positiv utveckling. Produktutvecklingsprocessen genomförs mer tvärfunktionellt mellan funktionerna vid implementering av aktivitetsbaserat kontor, ABW.
In recent years, companies have tried to design their office environments into one that calls for more communication both within and between different functions in the product development process. As the product development process transforms a product from idea to launch, it is considered a significant challenge to integrate the functions involved with each other. As a result, many companies have implemented activity-based offices. By applying this, companies expect communication to increase and, in turn, have a positive impact on the product development process. However, research is controversial as to how activity-based affects the process. The purpose of this study is to study how communication looks at activity-based offices and how collaboration is affected between functions during the product development process. The study was carried out by initially conducting a literature study to gain an increased understanding of the field. Subsequently, a qualitative semi-structured interview survey was conducted with four respondents from two different companies. Both companies have implemented activity-based offices and are working on product development processes. The study shows that in the implementation of activity-based offices, informal meetings have increased in frequency and collaboration between functions. The physical distance between team members has increased, which has led to less face-to-face interaction and more use of digital tools. When the team is not co-located, more structure is required, which has been a positive development. The product development process is worked more cross-functionally between the functions when implementing an activity-based workplace, ABW

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Silva, Marcelo Ribeiro. "Aprendizagem nas organizações: uma análise de grupos multifuncionais de empresas do ramo automotivo". Universidade Presbiteriana Mackenzie, 2013. http://tede.mackenzie.br/jspui/handle/tede/793.

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Made available in DSpace on 2016-03-15T19:30:52Z (GMT). No. of bitstreams: 1 Marcelo Ribeiro Silva.pdf: 3375247 bytes, checksum: c67d19b16524d8996d13db5225316074 (MD5) Previous issue date: 2013-02-26
Fundo Mackenzie de Pesquisa
The objective of this thesis is to understand the learning processes that occur in crossfunctional groups in a perspective of Advanced Planning Product Quality (APQP) in automotive companies. The specific objectives seeks to identify and describe the constitution process of cross-functional groups and its relationship to learning; identify and describe the methodologies used inside cross-functional groups and its relationship to learning; identify, describe and discuss the factors that difficult the learning process inside cross-functional groups; identify, describe and discuss the factors that facilitate the learning process of crossfunctional groups and identify, describe and discuss the moments which there was evidence of group and collective learning. The theoretical framework proposed is designed of individual and collective learning developed by Nancy Dixon and team learning from the perspective developed especially in studies of Amy C. Edmondson and colleagues. The field research was developed in a qualitative, descriptive and interpretative way. It is also considered exploratory because the phenomenon of learning in work groups has been a topic that reveals little knowledge accumulated and systematized. Considering that research begins with a contextual-interpretive perspective, was proposed as the method qualitative case-study to observe, explore, interpret, understand and discuss issues related to learning processes. In order to achieve the proposed objectives and answer the research question, respondents were members of cross-functional groups of two distinct organizations (Alfa and Beta), three groups per company, totaling nineteen interviewees. Moreover, the non-participant observation is also a strategy to collect data. In order to structure, organize and analyze the data, was employed the templates analysis method, offered by Nigel King, that consist in the use of a priori codes derived from the theoretical framework. The results showed that, since there is psychological safety established, both team and collective learning occurs when the entire group, converging the members conflicts and discussions on consensus. Furthermore, the learning process is facilitated since the group constitution, mainly due to the mobility of its members, the manager's role as a catalyst of information, working methodologies employed in the two organizations, the Transitive Memory Systems, the "corridors", the practice of consulting the functional areas by its members, the existence of international forums, the actual physical arrangement of the companies surveyed, the moral support practiced in the core community, the investment of financial resources for the development of ideas members, the recognition of the expertise of the members, learning through practice of collective work, the willingness of participants to learning, among others. The indications for future studies encompass elements as macro-organizational culture and meso-organizational diversity and its influence on group learning, which are also limiting aspects of this research.
O objetivo desta tese é compreender os principais processos de aprendizagem que ocorrem em grupos multifuncionais de Planejamento Avançado da Qualidade do Produto (APQP) que atuam em empresas fornecedoras de autopeças. Os objetivos específicos buscam identificar e descrever o processo de formação de grupos multifuncionais e sua relação com a aprendizagem; identificar e descrever as metodologias utilizadas no funcionamento dos grupos multifuncionais e sua relação com a aprendizagem; identificar, descrever e discutir os fatores que prejudicam a aprendizagem dos grupos multifuncionais; identificar, descrever e discutir os fatores que facilitam a aprendizagem dos grupos multifuncionais e identificar, descrever e discutir momentos nos quais houve evidências de aprendizagem (grupal e coletiva) nos grupos multifuncionais pesquisados. O arcabouço teórico proposto está assentado na concepção de aprendizagem individual e coletiva desenvolvida por Nancy Dixon e na perspectiva da aprendizagem em nível grupal especialmente tratada nos estudos de Amy C. Edmondson e colaboradores. A pesquisa de campo foi desenvolvida em uma perspectiva qualitativa, de natureza descritiva e interpretativa. Considera-se também exploratória, pois o fenômeno da aprendizagem em grupos de trabalho tem sido um tema que revela pouco conhecimento acumulado e sistematizado. Considerando-se que a pesquisa parte de uma perspectiva contextual-interpretativa, foi proposto como método o estudo de caso qualitativo a fim de observar, explorar, interpretar, compreender e discutir aspectos relacionados aos processos de aprendizagem. Com a finalidade de se atingir os objetivos propostos e responder à pergunta de pesquisa, foram entrevistados integrantes de grupos multifuncionais de duas organizações distintas (Alfa e Beta), sendo três grupos por empresa, totalizando dezenove entrevistados. Além disso, a observação não participante também se constituiu em uma estratégia de investigação. Como forma de estruturar, organizar e analisar os dados utilizou-se os templates propostos por Nigel King - uso a priori de códigos obtidos a partir do referencial teórico. Os resultados mostraram que a segurança psicológica instaurada no âmbito grupal e coletivo, a aprendizagem ocorre quando o grupo inteiro consegue convergir seus conflitos e discussões internas em consensos. Além disso, o processo de aprendizagem é facilitado desde o momento em que o grupo é formado, principalmente devido à mobilidade dos seus membros, ao papel do gestor enquanto agente catalisador de informações, às metodologias de trabalho empregadas nas duas organizações, ao sistema artificial de Memória Transitiva, aos corredores , à prática de consultas às áreas funcionais pelos seus membros, à existência de fóruns internacionais, ao próprio arranjo físico das empresas pesquisadas, ao apoio moral praticado no ceio da coletividade, ao aporte dos recursos financeiros para o desenvolvimento das ideias, ao reconhecimento do conhecimento dos membros, à aprendizagem por meio da prática do trabalho coletivo, à predisposição para a aprendizagem dos participantes, entre outras. As indicações resultantes para estudos futuros abarcam elementos como cultura macro-organizacional e diversidade meso-organizacional e sua influência na aprendizagem do grupo, sendo estes também os aspectos limitadores desta pesquisa.

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Asp, Jennifer, i Axel Grapengiesser. "Patent Portfolio Analysis a Negotiation Tool : a case study in the automotive industry". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64490.

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The automotive industry with its highly competitive environment together with high research and development costs is struggling to increase shareholder return. Cross-functional teams are employed to source suppliers which are helping to reduce production and development costs in close cooperation with the other departments. When working in a competitive environment and with external actors, intellectual property becomes increasingly important and organizational effort is directed to increase the generation and usage of such. Patent portfolio analysis is a well-known tool used to extract information from surrounding actors’ patents, which traditionally mainly was used for product development, but has potential to increase gross profit through cross-functional sourcing teams as well. The purpose of this study is to investigate how to implement and use patent portfolio analysis as a cross-functional tool in the automotive industry. In order to fulfill the purpose, a qualitative case study has been conducted including both qualitative interviews, as well as action research in the form of workshops at the case company. The results were analyzed using a tailored framework denominated the system integration model which is a combination of the technology acceptance model and the managing strategy framework. The systems integration model was developed and validated by the researchers during the research process. The research result shows that patent portfolio analysis has a high perceived usefulness but a low actual system use within the studied company, especially in the sourcing department. The main barrier to use patent portfolio analysis cross-functionally was that the intellectual property strategy was not yet fully communicated and linked to the different departments’ objectives. There were also barriers found in the communication between- and the understanding of- each other’s departments, which could be reduced by increased education and promoting clear contact points and guidelines. The final conclusion of this research was that patent portfolio analysis likely could be used cross functionally to map the competitive landscape and increase gross profit by protection innovations through product development and sourcing.
Fordonssektorn kännetecknas av höga utvecklingskostnader och en konkurrenskraftig marknad där aktörerna strävar mot vinst till aktieägare. För att ge en hög avkastning till aktieägarna så arbetar man i tvärfunktionella team för att minska produktion och utvecklingskostnader samt för att anlita de bästa leverantörerna. Att arbeta i en konkurrenskraftig miljö med externa aktörer gör att immateriella rättigheter blir allt viktigare och företag satsar därför stora resurser för att detta ska hanteras på rätt sätt. Patentportföljanalys är ett välkänt verktyg för att extrahera information från omgivande aktörers patent, vilket traditionellt främst har använts i produktutveckling, men även har potential att öka bruttoresultat genom ett effektivare samarbete över avdelningar i tvärfunktionella inköpsteam. Syftet med denna studie är att undersöka hur man implementerar och använder patentportföljanalys som ett tvärfunktionellt verktyg inom fordonssektorn. För att uppfylla syftet har en kvalitativ fallstudie genomförts genom kvalitativa intervjuer och workshops vid det undersökta företaget. Resultatet analyserades med hjälp av ett skräddarsytt ramverk som forskarna för denna undersökning benämnt som ”the system integration model”. Det här ramverket sammansvetsar den välkända modellen ”technology acceptance model” som syftar till att undersöka acceptans av ny teknik och den välkända modellen ”Managing four processes” som handlar om hur man skapar ett strategiskt management verktyg. ”The system integration model” utvecklades och validerades av forskarna i flera steg under studien. Resultatet visar att patentportföljanalys har en hög uppfattad nytta trots att det är låg systemanvändning i det undersökta företaget i dagsläget, särskilt i inköpsavdelningen. Den största barriären för användandet av patentportföljanalysen verkar vara att företagsstrategin för immateriella rättigheter ännu inte har kommunicerats och kopplats till de olika avdelningarna fullt ut. Det noterades även barriärer i kommunikationen mellan- och förståelsen för- de olika avdelningarna, vilken kan minskas genom utbildning och tydliga kontaktpunkter och riktlinjer. Den här undersökningen indikerar ytterligare på att patentportföljanalys är användbart i tvärfunktionella team då det ger möjligheten att kartlägga konkurrenslandskapet, säkra produkt- och eftermarknadsexklusivitet och förbättra leverantörsavtal, vilket i sin tur kan öka bruttovinsten.

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Karlsson, Måns, i Marielle Sundfeldt. "Värdeskapande aktiviteter inom leverantörskedjan : Integration av leverantörskedjan för att uppnå långsiktiga samarbeten". Thesis, Karlstads universitet, Fakulteten för hälsa, natur- och teknikvetenskap (from 2013), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-56713.

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Under de senaste decennierna har hantering av leverantörsrelationer blivit en viktig konkurrensfaktor för företag världen över. Denna uppsats kommer delvis att presentera teorin bakom hantering av leverantörsrelationer och integrera den med värdesamskapande vilket är ytterligare en viktig aspekt för företag som önskar att implementera ett vinn-vinn-tänk med sina samarbetspartners. Studien har genomförts på inköpsavdelningen på Valmet i Karlstad med syfte att identifiera vad som är värdeskapande i ett leverantörsförhållande. Den empiriska datan har analyserats för att sedan omvandlas till aktiviteter som kan appliceras i ett tidigt skede av en produkt/projektcykel. Detta leder in på Design to Cost vilket utgör den tredje och sista grunden för litteraturstudien av detta arbete. Denna studie inleddes med en litteraturstudie, med fokus på de tre huvudämnena; hantering av leverantörsrelationer, värdesamskapande och Design to Cost. Denna studie sammanställdes sedan i ett teoretiskt ramverk som följdes upp med en kvalitativ datainsamling. Semistrukturerade intervjuer användes under två olika delar av studien, först intervjuades anställda på Valmet i Karlstad och därefter företagets leverantörer. Under analysen jämfördes insamlad data med det teoretiska ramverket. Resultaten visar att värdesamskapande i studiens kontext främst bygger på kommunikation och tillit. Det är också viktigt att veta i vilken fas involveringen av leverantörer bör uppnås. Eftersom det här är en studie som fokuserar på Design to Cost, rekommenderas det att involvera leverantörerna i ett tidigt skede. Som ett resultat ökar antalet möjligheter och samarbetet är mindre begränsat av tekniska designbeslut etc. De identifierade aktiviteterna från analysen har prioriterats i en matris och en rekommendation har skapats delvis till Valmet, men också till liknande branscher. Eftersom resultatet bygger på empirisk data analyserad ur ett teoretiskt perspektiv, kan det därför motiveras att lösningarna är generella i en viss utsträckning och därmed tillämpbara i andra kontext. Aktiviteterna har delats in i 4 teman; kommunikation, samarbete, informationsdelning och kategorisering. Förslagen på aktiviteter berör bland annat utbildning, uppföljning och återkoppling, intern benchmarking, utvecklingsplaner, tvärfunktionella team, kvalitetssäkring, prognostisering, kostnadsnedbrytning samt kategorisering av leverantörer/kund och produkter.
In recent decades supply relationship management have become a competitive factor for companies worldwide. This master thesis will partly address the theory of supply relationship management and integrate it with value co-creation, which is an additional important aspect for companies wanting to implement a win-win thinking with their collaborative partners. The study have been conducted at the purchasing department at Valmet in Karlstad with the purpose of identifying value creation in a supplier relationship. The empirical data have been analyzed to represent activities that can be applied in an early stage of a product/project cycle. This leads to Design to Cost, which constitutes the third and last foundation for the literature study of this work. This study started with a literature review, focusing on the three main subjects; supply relationship management, value co-creation and Design to Cost. This review was then concluded by a theoretical framework and followed up with a qualitative data collection. Semi-structured interviews were used in two different parts of the study, first with employees at Valmet in Karlstad and then with their suppliers. During the analysis the data was compared to the established theoretical framework. The results show that value co-creating in the study's context is based foremost on communication and trust. It is also important to know at what phase the involvement should be accomplished. As this is a study focusing on Design to Cost it is recommended to involve the suppliers at an early stage. As a result more opportunities are given and the cooperation is less restrained by any technical design decisions etc. The identified activities from the analysis have been prioritized and a recommendation have been created partly to Valmet, but also to similar industries. As the result is based on empirical data analyzed from a theoretical perspective, it can therefore be justified that the solutions are general to a certain extent and thus applicable in other contexts. The activities have been divided into 4 themes; communication, collaboration, information sharing and categorization. For instance, the proposals for activities concern education, follow-ups and feedback, internal benchmarking, development plans, cross-functional teams, quality assurance, forecasts, cost breakdown as well as categorization of supplier/customer and products.

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42

Hussain, Zahir M. "Adaptive instantaneous frequency estimation: Techniques and algorithms". Thesis, Queensland University of Technology, 2002. https://eprints.qut.edu.au/36137/7/36137_Digitised%20Thesis.pdf.

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This thesis deals with the problem of the instantaneous frequency (IF) estimation of sinusoidal signals. This topic plays significant role in signal processing and communications. Depending on the type of the signal, two major approaches are considered. For IF estimation of single-tone or digitally-modulated sinusoidal signals (like frequency shift keying signals) the approach of digital phase-locked loops (DPLLs) is considered, and this is Part-I of this thesis. For FM signals the approach of time-frequency analysis is considered, and this is Part-II of the thesis. In part-I we have utilized sinusoidal DPLLs with non-uniform sampling scheme as this type is widely used in communication systems. The digital tanlock loop (DTL) has introduced significant advantages over other existing DPLLs. In the last 10 years many efforts have been made to improve DTL performance. However, this loop and all of its modifications utilizes Hilbert transformer (HT) to produce a signal-independent 90-degree phase-shifted version of the input signal. Hilbert transformer can be realized approximately using a finite impulse response (FIR) digital filter. This realization introduces further complexity in the loop in addition to approximations and frequency limitations on the input signal. We have tried to avoid practical difficulties associated with the conventional tanlock scheme while keeping its advantages. A time-delay is utilized in the tanlock scheme of DTL to produce a signal-dependent phase shift. This gave rise to the time-delay digital tanlock loop (TDTL). Fixed point theorems are used to analyze the behavior of the new loop. As such TDTL combines the two major approaches in DPLLs: the non-linear approach of sinusoidal DPLL based on fixed point analysis, and the linear tanlock approach based on the arctan phase detection. TDTL preserves the main advantages of the DTL despite its reduced structure. An application of TDTL in FSK demodulation is also considered. This idea of replacing HT by a time-delay may be of interest in other signal processing systems. Hence we have analyzed and compared the behaviors of the HT and the time-delay in the presence of additive Gaussian noise. Based on the above analysis, the behavior of the first and second-order TDTLs has been analyzed in additive Gaussian noise. Since DPLLs need time for locking, they are normally not efficient in tracking the continuously changing frequencies of non-stationary signals, i.e. signals with time-varying spectra. Nonstationary signals are of importance in synthetic and real life applications. An example is the frequency-modulated (FM) signals widely used in communication systems. Part-II of this thesis is dedicated for the IF estimation of non-stationary signals. For such signals the classical spectral techniques break down, due to the time-varying nature of their spectra, and more advanced techniques should be utilized. For the purpose of instantaneous frequency estimation of non-stationary signals there are two major approaches: parametric and non-parametric. We chose the non-parametric approach which is based on time-frequency analysis. This approach is computationally less expensive and more effective in dealing with multicomponent signals, which are the main aim of this part of the thesis. A time-frequency distribution (TFD) of a signal is a two-dimensional transformation of the signal to the time-frequency domain. Multicomponent signals can be identified by multiple energy peaks in the time-frequency domain. Many real life and synthetic signals are of multicomponent nature and there is little in the literature concerning IF estimation of such signals. This is why we have concentrated on multicomponent signals in Part-H. An adaptive algorithm for IF estimation using the quadratic time-frequency distributions has been analyzed. A class of time-frequency distributions that are more suitable for this purpose has been proposed. The kernels of this class are time-only or one-dimensional, rather than the time-lag (two-dimensional) kernels. Hence this class has been named as the T -class. If the parameters of these TFDs are properly chosen, they are more efficient than the existing fixed-kernel TFDs in terms of resolution (energy concentration around the IF) and artifacts reduction. The T-distributions has been used in the IF adaptive algorithm and proved to be efficient in tracking rapidly changing frequencies. They also enables direct amplitude estimation for the components of a multicomponent

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Naicker, Marlon. "Outcomes of collaboration in cross-functional teams and the leader behaviours that impacts and maintains collaboration in cross-functional teams". Diss., 2013. http://hdl.handle.net/2263/40801.

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Regardless of numerous accomplishments and appreciable rewards of the collaboration in cross-functional teams, the impacts of cross-functional teams has deteriorated in the eyes of business, its ability to deliver having been questioned - businesses often fail to reap the promised benefits. While previous research has concentrated on collaboration in cross-functional teams of new product development, it neglected the outcomes of collaboration in crossfunctional teams and the leader behaviours that impacts and maintains the collaboration in cross-functional teams. This research aimed to understand the perspectives of leaders and subordinates on how leader behaviours could improve the impacts of collaboration in cross-functional teams. First by exploring the outcomes of collaboration in cross-functional teams, confirming importance to business, and then exploring current failures; secondly, by identifying the key leader behaviours that impacts collaboration in cross-functional teams. Preceding initiatives have been ineffective in reviving the value of collaboration in cross-functional teams, due to focal point being new product development collaboration of cross-functional teams and failed to focus on leader behaviours in cross-functional teams. This research, therefore, probed the necessities for collaboration entered into and maintained, looking particularly at leader behaviours which is effective in encouraging collaboration and involvement of stakeholders in cross-functional teams. From the research outcomes, the Leader behaviours Impact Model was designed to set out how collaboration can be established and maintained, optimising the impacts of the leader behaviours while also diminishing its many failures of collaboration in crossfunctional team.
Dissertation (MBA)--University of Pretoria, 2013.
pagibs2014
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Vieira, Nuno Fradique. "Conflict in cross-functional teams: a practical case analysis". Master's thesis, 2006. http://hdl.handle.net/10362/17310.

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The present study is a qualitative analysis of the tensions that occur in cross-functional teams (CFTs) and the way in which they can affect the teams' accomplishments. The research is focused on a single case, COHTTEC 2005, a program aimed at transforming new technologies into businesses that took place in Lisbon, Portugal, starting March 2005. In this program, participants were organized in cross-functional teams that included researchers and management students. Semi-structured interviews were made to a sample of 17 participants. These interviews were recorded and transcribed. A table was then elaborated based on the primary data provided by the subjects and these data were classified in different categories. A three-stage model of group dynamics is proposed. The major findings of this project point to the role of interpersonal relationships on group outcomes. More specifically, several patterns associated with team malfunction were uncovered, the clearest ones being autocratic decision-making and arrogant behavior from some team members, as well as escalation in relationship conflict. Implications from these results are discussed, both for future research and for practice.

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Tsai, Meng-chen, i 蔡孟蓁. "A study on teamwork effectiveness of cross-functional teams". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/10226933735269839693.

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碩士
國立中山大學
企業管理學系研究所
98
In these years, corporations have valued the cooperation among departments in their organizations. Team members from cross-functional teams composed of different functional areas have frequent communication due to the need for cooperation and support by each other. A well-performed team relies on effective communication and such interactive behavior between team members. These team members come from different departments or functions, which results in the variations in team members’ standpoint and ways of doing things, but these make the teams more flexible and diversified. On the other hand, each department’s sectionalism and patterns of behavior by usual practices cause the cross-functional teams’ barrier of communication. Thus, this study applies the concept about the classification of teams raised by Larson & Frank (1989), and to study the issue of teamwork effectiveness of cross-functional teams through the qualitative interview method, and further to bring up conclusion and suggestion towards cross-functional teamwork. This study considers the inter-dependence between cross-functional team members, need for innovation of team’s task, and organizational support as three dimensions to generalize the managerial implications in the respect of the performance of teamwork. In sum, under general conditions, “the autonomy of teamwork” and “the clarity of team’s task” both could be coordinated to improve the performance of teamwork, however , “the trust among team members” is both a necessary factor and basis to facilitate the communication and coordination in cross-functional teams and on which teams could work smoothly. Corporate culture and team leader would also influence communication among team members, therefore organization should build a free, open, and respectful communication environment. In addition, organization should empower team members with enough authority which helps team members exert their influence while communicating with other department. Besides, as a vital role of guiding, facilitating, and coordinating cross-department cooperation, the team leader boosts team’s morale, provides decision-making support, and motivate team members to achieve team’s goal. If necessary, team leaders should make good use of their ability of coordination to raise team members’ coherence to their team, and further to help team members to reach an agreement.

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Natu, Sveta Ashokchandra. "Knowledge sharing in cross-functional virtual teams: an organizational study: Software development virtual teams". Master's thesis, 2021. http://hdl.handle.net/10362/121515.

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Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies Management
Software development is a highly knowledge-intensive industry that demands collaboration on behalf of everyone who participates in the process. Moreover, the successful accomplishment of the process depends on knowledge sharing and acquisition among the stakeholders. For this reason, organizations must understand how the knowledge-sharing process unrolls among employees. Nowadays, geographical distance is unavoidable and, thence, subjective distance must be considered by researchers. This study provides an analysis of knowledge-sharing behavior within employees in software development roles in virtual teams, namely functional and technical, having subjective distance in mind. A research model based on a literature review was proposed to understand different dimensions of knowledge sharing. Afterward, the research model was empirically tested based on data collected in an organization with expertise in ERP software development through the implementation of a questionnaire. The method used to analyze the data was PLS-SEM. Results suggest that individuals share knowledge mainly to fulfill intrinsic needs; however, organizational culture also plays an important role in knowledge sharing. The results are fundamental whether for academics and practitioners to acknowledge how knowledge sharing occurs and, consequently, help in the decisionmaking processes regarding Knowledge Management within the companies.
O desenvolvimento de software é uma indústria baseada em conhecimento que requer colaboração por parte de todos aqueles que participam no processo. Além disso, o sucesso deste depende da aquisição e partilha de conhecimento entre os stakeholders. Por estas razões, as organizações devem perceber como é que o processo de partilha de conhecimento desenrola entre os seus colaboradores. Nos dias de hoje, a distância física é inevitável e, por isso, a distância subjetiva deve ser considerada pelos investigadores. Este estudo oferece uma análise do comportamento de partilha de conhecimento entre os membros de equipas virtuais em papéis de desenvolvimento de software, nomeadamente funcionais e técnicos, tendo em conta a distância subjetiva. Um modelo de pesquisa baseado na revisão de literatura foi proposto para perceber as diferentes dimensões da partilha de conhecimento. De seguida, o modelo foi testado empiricamente com base em dados recolhidos numa organização especializada em desenvolvimento de software ERP através da implementação de um questionário. O método usado para analisar os dados foi o PLS-SEM. Os resultados sugerem que os indivíduos partilham conhecimento para satisfazer necessidades intrínsecas. No entanto, a cultura organizacional também tem um papel importante na partilha de conhecimento. Os resultados são fundamentais quer para académicos quer para praticantes para reconhecer como é que a partilha de conhecimento ocorre e, consequentemente, ajudar na tomada de decisão a respeito da Gestão de Conhecimento nas empresas.

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"Cross functional teams : blessing or curse for new problem development". Alfred P. Sloan School of Management, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/2310.

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Duvenage, Francois Colhardt. "Significance of the organisation's climate on cross-functional behaviour and activities". Thesis, 2012. http://hdl.handle.net/10500/6385.

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The aim of this research is to explore the relationship between culture and climate as well as the significance of an organisation’s climate on cross-functional behaviour, activities and actions (who, what and when) which forms an integral part of strategy implementation and increasing performance. A key component of an organisational development is team work; which facilitates organisational learning, establish common goals and provide support to achieve these goals. Within the Organisation under investigation there has not been any research into the subject of the significance of the climate on cross-functional behaviour and activities, which is impacted by ‘coopetition’ - the simultaneous role of cooperation and competition within organisations. The research by means of qualitative research should provide some insight into the significance of and if climate impact cross-functional behaviour and activities in organisations. The research methodology included a customised survey which was developed to elicit answers to determine the climate and cross-functional behaviour and activities within the Organisation. Interviews were conducted with Operating Unit Executive Directors of the Organisation. The results indicate that the perceived current climate of the Organisation is not positive and that there is still silo-behaviour within the Organisation which is as a result of the culture of the Organisation, a culture which existed prior to Beyond 60 process. The research confirmed the overlapping relationship between culture and climate and that climate indeed impact cross-functional behaviour and activities at the Organisational and Operating Unit level.
Graduate School for Business Leadership
(M.B.A.)

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Lee, Chu-hsueh, i 李居學. "A Study on Communication of Cross-Functional Teams in product development". Thesis, 2015. http://ndltd.ncl.edu.tw/handle/43474454939524370251.

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碩士
國立臺灣科技大學
設計研究所
103
Product development nowadays require different professional background teams co-work each other to develop products to meet market requirement. Due to coordinate with different Cross-Functional Team, effective communication and interaction between Cross-Functional Team will benefit product development process. In the research I had interviewed product design department of five companies or business units, discussing communication issue between Cross-Functional Teams in product development process. The research found: 1) Cross-Functional Team use to face to face, telephone, E-Mail, conference, four communication channel to communicate each other. 2) The major bad communication happened in system level design stage, the second are detail design and concept development stage. 3) The reasons of bad communication are: Design target is not clear, different background between Cross-Functional Team, team members insist on personal opinion, team members lacked for joining project and lack of detail design review. Background difference is key factor for bad communication between Cross-Functional Team. 4) The effect for bad communication are: lose business, design change, project schedule delay, product development expanse increase, product quality issue. Lose business is most serious result due to bad communication. 5) Communication issue between Cross-Functional Team eliminated by project manager or functional department manager. 6) The factor of background difference effect bad communication that happened in each stage of product development process. 7) Communication issue of project organization eliminated by project manager but if design target is not clear also cause business lose result. Matrix organization coordination slowly between Cross-Functional Team will effect project schedule delay also. Cross-disciplinary learning and interaction to produce common knowledge may reduce communication issue of background difference between Cross-Functional Team.

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Lin, Chih-Han, i 林志翰. "Organizational Redundancy to the Innovativeness of Cross-Functional New Product Teams". Thesis, 2011. http://ndltd.ncl.edu.tw/handle/68351944235406284403.

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碩士
義守大學
管理學院管理碩士在職專班
99
The organizational structure has always been an important thing in the business, because it affects the composition of the personnel, and the enterprise''s performance. Speeding up innovation and eliminating redundancy are not only the very core practices at the organization level but also vital for adaptation and renewal of cross-functional new product teams. However, these two countervailing concepts raise a potential paradox. This research attempts to organizational redundancy and the innovativeness of Cross-Functional New Product Teams to find out the correlation and through the intra-team communications during conflict to explore the principles and organizational redundancy of the interaction overlapped configuration under the R＆D results for the moderating effects. This research belongs to a quantitative examination that adopts questionnaires survey to gather the data with 269 valid respondents. (1)There are significant relationships between information overlap and strategic rotation of organizational redundancy and innovativeness of R and D results. (2)Team conflict solution for collaborative communication has the different moderating effects between organizational redundancy and new product innovativeness of R and D results. (3)Team conflict solution for controversial communication has little moderating effects between organizational redundancy and new product innovativeness of R＆D results. The regulation of the conflict in the team members of the solution was found to be different from the results of previous studies. Collaborative communication yielded a significant negative correlation, such result may lead to cultural issues between Taiwan and other nations where related literature derived.

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