Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

Published Online:https://doi.org/10.1287/orsc.1030.0053

References

  • Adams J. R., Barndt S. E., Cleland D. I., King W. R. Behavioral implications of the project life cycle. Project Management Handbook (1983) (Van Nostrand Reinhold, New York) Google Scholar
  • Adler P. S. Interdepartmental interdependence and coordination: The case of the design/manufacturing interface. Organ. Sci. (1995) 6(2):147–167LinkGoogle Scholar
  • Alderfer C. P., Lorsch J. W. An intergroup perspective on group dynamics. Handbook of Organizational behavior (1987) (Prentice-Hall, Englewood Cliffs, NJ) 190–222Google Scholar
  • Allen N. J., West M. A. Affective reactions to the group and the organization. Handbook of Work Group Psychology (1996) (John Wiley, Chichester, U.K) 371Google Scholar
  • Ancona D. G. Outward bound: Strategies for team survival in an organization. Acad. Management J. (1990) 33(2):334–365CrossrefGoogle Scholar
  • Ancona D. G., Caldwell D. F., Galegher J., Kraut R., Egido C. Information technology and work groups: The case of new product teams. Intellectual Teamwork: Social and Technological Foundations of Cooperative Work (1990) (Lawrence Erlbaum Associates, Hillsdale, NJ) 173–190Google Scholar
  • Ancona D. G., Caldwell D. F. Bridging the boundary: External activity and performance in organizational teams. Admin. Sci. Quart. (1992) 37:634–665CrossrefGoogle Scholar
  • Ancona D. G., Goodman P. S., Lawrence B. S., Tushman M. L. Time: A new research lens. Acad. Management Rev. (2001) 26(4):645–663CrossrefGoogle Scholar
  • Ashforth B. E., Mael F. Social identity theory and the organization. Acad. Management Rev. (1989) 14(1):20–39CrossrefGoogle Scholar
  • Barczak G., Wilemon D. Communication patterns of new product development team leaders. IEEE Trans. Engrg. Management (1991) 38(2):101–109CrossrefGoogle Scholar
  • Bartunek J. M., Foster-Fishman P. G., Keys C. B. Using collaborative advocacy to foster intergroup cooperation: A joint inside-outsider investigation. Human Relations (1996) 49(6):701–733CrossrefGoogle Scholar
  • Blake R. R., Shepard H. A., Mouton J. S.Managing Intergroup Conflict in Industry (1964) (Gulf Publishing Company, Houston, Texas) Google Scholar
  • Brown L. D.Managing Conflict at Organizational Interfaces (1983) (Addison-Wesley, Reading, MA) Google Scholar
  • Brown R., Williams J. Group identification: The same thing to all people? Human Relations (1984) 37(7):547–564CrossrefGoogle Scholar
  • Brown S. L., Eisenhardt K. M. Product development: Past research, present findings, and future directions. Acad. Management Rev. (1995) 20(2):343–378CrossrefGoogle Scholar
  • Campion M. A., Medsker G. J., Higgs A. C. Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psych. (1993) 46(4):823–850CrossrefGoogle Scholar
  • Clark K. B., Fujimoto T.Product Development Performance (1991) (Harvard Business School Press, Boston, MA) Google Scholar
  • Cooke R. A., Szumal J. L. The impact of group interaction styles on problem-solving effectiveness. J. Appl. Behavioral Sci. (1994) 30(4):415–437CrossrefGoogle Scholar
  • Cooper R. G.Winning at New Products: Accelerating the Process from Idea to Launch (1993) (Addison Wesley, Reading, MA) Google Scholar
  • Cusumano M. A., Selby R. W.Microsoft Secrets: How the World's Most Powerful Software Company Creates Technology, Shapes Markets, and Manages People (1995) (The Free Press, New York) Google Scholar
  • Denison D. R., Hart S. L., Kahn J. A. From chimneys to cross-functional teams: Developing and validating a diagnostic model. Acad. Management J. (1996) 39(4):1005–1023CrossrefGoogle Scholar
  • Deutsch M.The Resolution of Conflict: Constructive and Destructive Processes (1973) (Yale University Press, New Haven, CT) CrossrefGoogle Scholar
  • Dutoit A. H., Bruegge B. Communication metrics for software development. Trans. Software Engrg. (1998) 24(8):615–628CrossrefGoogle Scholar
  • Elmes M., Wilemon D. A field study of intergroup integration in technology-based organizations. J. Engrg. Tech. Management (1991) 7:229–250CrossrefGoogle Scholar
  • Faraj S., Sproull L. Coordinating expertise in software development teams. Management Sci. (2000) 46(12):1554–1568LinkGoogle Scholar
  • Gersick C. J. G. Time and transition in work teams: Toward a new model of group development. Acad. Management J. (1988) 31(1):9–41CrossrefGoogle Scholar
  • Gerwin D., Moffat L. Authorizing processes changing team autonomy during new product development. J. Engrg. Tech. Management (1997) 14:291–313CrossrefGoogle Scholar
  • Gladstein D. L. Groups in context: A model of task group effectiveness. Admin. Sci. Quart. (1984) 29(4):499–517CrossrefGoogle Scholar
  • Griffin A., Hauser J. R. Integrating R&D and marketing: A review and analysis of the literature. J. Product Innovation Management (1996) 13:191–215CrossrefGoogle Scholar
  • Gully S. M., Devine D. J., Whitney D. J. A meta-analysis of cohesion and performance: Effects of level of analysis and task interdependence. Small Group Res. (1995) 26(4):497–520CrossrefGoogle Scholar
  • Gupta A. K., Wilemon D. Accelerating the development of technology-based new products. California Management Rev. (1990) 32(2):22–44Google Scholar
  • Gupta A. K., Raj S. P., Wilemon D. A model for studying R&D-marketing interface in the product innovation process. J. Marketing (1986) 50(2):7–17CrossrefGoogle Scholar
  • Guzzo R. A., Shea G. P., Dunnette M. D., Hough L. M. Group performance and intergroup relations in organizations. Handbook of Industrial and Organizational Psychology (1992) 3rd ed(Consulting Psychologists Press, Palo Alto, CA) 269–313Google Scholar
  • Hackman J. R., Lorsch J. W. The design of work teams. Handbook of Organizational behavior (1987) (Prentice-Hall, Englewood Cliffs, NJ) 315–342Google Scholar
  • Hauptman O., Hirji K. K. The influence of process concurrency on project outcomes in product development: An empirical study of cross-functional teams. IEEE Trans. Engrg. Management (1996) 43(3):153–164CrossrefGoogle Scholar
  • Hegazy T. M., Khalifa J. Expert rules-of-thumb for effective design coordination. Trans. Association Advancement Cost Engrg. Internat. VE&C.4.1KhalifaVE&C.4.6 (1996) 4:1–6Google Scholar
  • Henderson R. M., Clark K. B. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35:9–30CrossrefGoogle Scholar
  • Henik A., Tzelgov J. Control of halo error: A multiple regression approach. J. Appl. Psych. (1985) 70:577–580CrossrefGoogle Scholar
  • Hinds P., Kiesler S. Communication across boundaries: Work, structure, and use of communication technologies in a large organization. Organ. Sci. (1995) 6(4):373–393LinkGoogle Scholar
  • Hise R. T., O'Neal L., Parasuraman A., McNeal J. U. Marketing/R&D interaction in new product development: Implications for new product success rates. J. Product Innovation Management (1990) 7:142–155CrossrefGoogle Scholar
  • Hoegl M. M., Gemuenden H. G. Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organ. Sci. (2001) 12(4):435–449LinkGoogle Scholar
  • Hunt S. D., Morgan R. M. Organizational commitment: One of many commitments or key mediating construct? Acad. Management J. (1994) 37(6):1568–1587CrossrefGoogle Scholar
  • James L. R. Aggregation bias in estimates of perceptual agreement. J. Appl. Psych. (1982) 67(2):219–229CrossrefGoogle Scholar
  • James L. R., Demaree R. G., Wolf G. Estimating within-group interrater reliability with and without response bias. J. Appl. Psych. (1984) 69(1):85–98CrossrefGoogle Scholar
  • Janis I. L., Staw Groupthink B. M.Psychological Dimensions of Organizational behavior (1995) 2nd ed(Prentice-Hall, Englewood Cliffs, NJ) 391–399Google Scholar
  • Katz R., Allen T. J. Investigating the Not Invented Here (NIH) syndrome: A look at the performance, tenure, and communication patterns of 50 R&D project groups. Readings in the Management of Innovations (1988) (Ballinger Publishing Company, Cambridge, MA) 293–309Google Scholar
  • Kazanjian R. K., Drazin R., Glynn Mary Ann. Creativity and technological learning: The roles of organization architecture and crisis in large-scale projects. J. Engrg. Tech. Management (2000) 17:273–298CrossrefGoogle Scholar
  • Keenan P. A., Carnevale P. J. Positive effects of within-group cooperation on between-group negotiation. J. Appl. Soc. Psych. (1989) 19(12):977–992CrossrefGoogle Scholar
  • Klein H. J., Mulvey P. W. Two investigations of the relationships among group goals, goal commitment, cohesion and performance. Organ. Behavior Human Decision Processes (1995) 61(1):44–53CrossrefGoogle Scholar
  • Kline C. J., Peters L. H. Behavioral commitment and tenure of new employees: A replication and extension. Acad. Management J. (1991) 34(1):194–204CrossrefGoogle Scholar
  • Kloppenborg T. J., Petrick J. A. Leadership in project life cycle and team character development. Project Management J. (1999) 30(June):8–13Google Scholar
  • Labianca G., Brass D. J., Gray B. Social networks and perceptions of intergroup conflict: The role of negative relationships and third parties. Acad. Management J. (1998) 41(1):55–67CrossrefGoogle Scholar
  • Lawrence P. R., Lorsch J. W. Differentiation and integration in complex organizations. Admin. Sci. Quart. (1967) 12:1–47CrossrefGoogle Scholar
  • Lechler T.Erfolgsfaktoren des Projektmanagements (1997) (Peter Lang Publishing, Frankfurt am Main, Germany) Google Scholar
  • Lichtenstein R., Alexander J. A., Jinnett K., Ullman E. Embedded intergroup relations in interdisciplinary teams: Effects on perceptions of level of team integration. J. Appl. Behavioral Sci. (1997) 33(4):413–434CrossrefGoogle Scholar
  • Loch C. H., Terwiesch C. Communication and uncertainty in concurrent engineering. Management Sci. (1998) 44(8):1032–1048LinkGoogle Scholar
  • Locke E. A., Latham G. P.A Theory of Goal Setting and Task Performance (1990) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Madhavan R., Grover R. From embedded knowledge to embodied knowledge: New product development as knowledge management. J. Marketing (1998) 62:1–12CrossrefGoogle Scholar
  • Marks M. A., Mathieu J. E., Zaccaro S. J. A temporally based framework and taxonomy of team processes. Acad. Management J. (2001) 26(3):356–376Google Scholar
  • McDonough E. F. Investigation of factors contributing to the success of cross-functional teams. J. Product Innovation Management (2000) 17:221–235CrossrefGoogle Scholar
  • Moenaert R. K., Souder W. E. An information transfer model for integrating marketing and R&D personnel in new product development projects. J. Product Innovation Management (1990) 7(2):91–118CrossrefGoogle Scholar
  • Mohr J., Nevin J. R. Communication strategies in marketing channels: A theoretical perspective. J. Marketing (1990) 10:36–51CrossrefGoogle Scholar
  • Mohrman S. A., Cohen S. G., Mohrman A. M.Designing Team-Based Organizations: New Forms for Knowledge Work (1995) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Morris J. H., Sherman J. D. Generalizability of an organizational commitment model. Acad. Management J. (1981) 24(3):512–526CrossrefGoogle Scholar
  • Mott P. E.The Characteristics of Effective Organizations (1972) (Harper & Row, New York) Google Scholar
  • Mowday R. T., Steers R. M., Porter L. W. The measurement of organizational commitment. J. Vocational Behavior (1979) 14:224–247CrossrefGoogle Scholar
  • Mullen B., Copper C. The relation between group cohesiveness and performance: An integration. Psych. Bull. (1994) 115(2):210–227CrossrefGoogle Scholar
  • Nelson R. E. The strength of strong ties: Social networks and intergroup conflict in organizations. Acad. Management J. (1989) 32(2):377–401CrossrefGoogle Scholar
  • Nonaka I., Takeuchi H.The Knowledge-Creating Company: How Japanese Create the Dynamics of Innovation (1995) (Oxford University Press, Oxford, U.K) Google Scholar
  • Olson E. M., Walker O. C., Ruekert R. W. Organizing for effective new product development: The moderating role of product innovativeness. J. Marketing (1995) 59:48–62CrossrefGoogle Scholar
  • Pinto J. K., Prescott J. E. Variations in critical success factors over the stages in the project life cycle. J. Management (1988) 14(1):5–18CrossrefGoogle Scholar
  • Pinto M. B., Pinto J. K., Prescott J. E. Antecedents and consequences of project team cross-functional cooperation. Management Sci. (1993) 39(10):1281–1297LinkGoogle Scholar
  • Reichers A. E. A review and reconceptualization of organizational commitment. Acad. Management Rev. (1985) 10(3):465–476Google Scholar
  • Ruekert R. W., Walker O. C. Marketing's interaction with other functional units: A conceptual framework and empirical evidence. J. Marketing (1987) 51:1–19CrossrefGoogle Scholar
  • Sabbagh K. 21st-Century Jet: The Making and Marketing of the Boeing 777. (1996) (Scribner, New York) Google Scholar
  • Schein E. H.Process Consultation: Its Role in Organization Development (1969) (Addison-Wesley, Reading, MA) Google Scholar
  • Scott S. G. Social identification effects in product and process development teams. J. Engrg. Tech. Management (1997) 14:97–127CrossrefGoogle Scholar
  • Seers A. Team-member exchange quality: A new construct for role-making research. Organ. Behavior Human Decision Processes (1989) 43:118–135CrossrefGoogle Scholar
  • Sethi R. New product quality and product development teams. J. Marketing (2000a) 64(2):1–14CrossrefGoogle Scholar
  • Sethi R. Superordinate identity in cross-functional product development teams: Its antecedents and effect on new product performance. J. Acad. Marketing Sci. (2000b) 28(3):330–344CrossrefGoogle Scholar
  • Sethi R., Nicholson C. Y. Structural and contextual correlates of charged behavior in product development teams. J. Product Innovation Management (2001) 18:154–168CrossrefGoogle Scholar
  • Souder W. E. Disharmony between R&D and marketing. Indust. Marketing Management (1981) 10:67–73CrossrefGoogle Scholar
  • Souder W. E. Managing relations between R&D and marketing in new product development projects. J. Product Innovation Management (1988) 5(1):6–20CrossrefGoogle Scholar
  • Souder W. E., Moenaert R. K. Integrating marketing and R&D project personnel within innovation projects: An information uncertainty model. J. Management Stud. (1992) 29(4):485–512CrossrefGoogle Scholar
  • Steers R. M. Antecedents and outcomes of organizational commitment. Admin. Sci. Quart. (1977) 22:46–56CrossrefGoogle Scholar
  • Stephan W. G., Lindzey G., Aronson E. Intergroup relations. Handbook of Social Psychology (1985) 2(Random House, New York) 599–658Google Scholar
  • Stewart G. L., Barrick M. R. Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Acad. Management J. (2000) 43(2):135–148CrossrefGoogle Scholar
  • Sundstrom E., De Meuse K. P., Futrell D. Work teams: Applications and effectiveness. Amer. Psychologist (1990) 45(2):120–133CrossrefGoogle Scholar
  • Tannenbaum S. I., Beard R. L., Salas E., Kelley K. Team building and its influence on team effectiveness: An examination of conceptual and empirical developments. Issues, Theory, and Research in Industrial/Organizational Psychology (1992) (Elsevier, Amsterdam, Holland) 117–153CrossrefGoogle Scholar
  • Tjosvold D. Cooperation theory and organizations. Human Relations (1984) 37(9):743–767CrossrefGoogle Scholar
  • Tjosvold D. Cooperative and competitive interdependence. Group Organ. Stud. (1988) 13(3):274–289CrossrefGoogle Scholar
  • Tushman M. L. Special boundary roles in the innovation process. Admin. Sci. Quart. (1977) 22:587–605CrossrefGoogle Scholar
  • Van de Ven A. H. Central problems in the management of innovation. Management Sci. (1986) 32(5):590–607LinkGoogle Scholar
  • Verganti R. Leveraging on systemic learning to manage the early phases of product innovation projects. R&D Management (1997) 27(4):377–392CrossrefGoogle Scholar
  • von Hippel E. Task partitioning: An innovation process variable. Res. Policy (1990) 19(5):407–418CrossrefGoogle Scholar
  • Weingart L. R. Impact of group goals, task component complexity, effort, and planning on group performance. J. Appl. Psych. (1992) 77(5):682–693CrossrefGoogle Scholar
  • Williams M. In whom we trust: Group membership as an affective context for trust development. Acad. Management Rev. (2001) 26(3):377–396CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.