28,235 research outputs found

    The interplay between boundary spanning activities and social cohesion in new product development teams

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    Team boundary spanning represents a team’s actions to establish links and manage interactions with individuals and groups external to the team with the purpose of coordinating activities and accessing information, resources and political support. Research in NPD has shown that team boundary spanning activity positively influences new product performance. Thus, reaching outside the team and interacting with others can provide teams with valuable resources for NPD projects. However, access to external resources cannot guarantee new product performance if these resources are not considered by the NPD team. In this respect, recent work suggests that team-level psychological characteristics such as social cohesion could undermine team members’ motivation to use resources obtained via boundary spanning efforts. In light of the previous discussion, two important research questions arise: 1) Does social cohesion hinder the impact of team boundary spanning on new product performance? Is the relationship between team boundary spanning and social cohesion contingent on the type of task given to the team? The current study examines these two research questions using data from 140 NPD teams.Consideramos como actividades de expansión de fronteras de un equipo las acciones encaminadas a establecer vínculos y dirigir las interacciones con individuos y grupos externos al mismo realizadas con el propósito de coordinar tareas y acceder a información, recursos y apoyo político. La literatura sobre desarrollo de nuevos productos ha mostrado que ir más allá de los límites del propio equipo e interactuar con otros puede proveer al equipo con recursos valiosos para sus proyectos de innovación. Sin embargo, el merco acceso a recursos externos no garantiza el éxito del nuevo producto; los recursos han de ser utilizados. A este respecto, trabajos recientes sugieran que las características psicológicas a nivel equipo, por ejemplo, la cohesión social, pueden minar la motivación de los miembros del equipo para usar los recursos obtenidos a través de la realización de esfuerzos de expansión de fronteras. A la luz de esta consideración, en esta investigación nos planteamos dos cuestiones: ¿puede la cohesión social ocultar el impacto positivo de las actividades de expansión de fronteras en el resultado del nuevo producto? ¿Es la relación entre las actividades de expansión de fronteras y la cohesión social contingente con el tipo de tarea que realiza el equipo? El presente trabajo en curso examina estas dos cuestiones utilizando datos de 140 proyectos de desarrollo de nuevos productos

    Boundary Management in Projects: Antecedents, Activities and Performance

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    Despite increasing interest among practitioners and the recent scientific explo-rations on the dynamics of boundary management in project and team contexts, the existing studies seems to lack empirical understanding on the factors that explain the boundary management behavior of project managers. The purpose of this study is to analyze how the three antecedent factors - cross-functional participation, embeddedness and top management control - are related to four different types of boundary management activities practiced by project managers, namely coordinating, enabling, reporting and guarding. Based on the sample of 236 projects, the results show that embeddedness and top-management control have positive influence on boundary-management activities and cross-functional participation has both positive and negative contribution to boundary management activities. Furthermore, the results reveal that boundary management activities have both positive and negative influence on project performance. Contributions of the research are discussed, as well as practical implications, limitations, and directions for future research.Boundary management, project team, embeddedness, cross-functional participation, top-management control

    Subject: Groups and Organizations

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    Compiled by Susan LaCette.GroupsandOrganizations.pdf: 992 downloads, before Oct. 1, 2020

    Team Learning: A Theoretical Integration and Review

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    With the increasing emphasis on work teams as the primary architecture of organizational structure, scholars have begun to focus attention on team learning, the processes that support it, and the important outcomes that depend on it. Although the literature addressing learning in teams is broad, it is also messy and fraught with conceptual confusion. This chapter presents a theoretical integration and review. The goal is to organize theory and research on team learning, identify actionable frameworks and findings, and emphasize promising targets for future research. We emphasize three theoretical foci in our examination of team learning, treating it as multilevel (individual and team, not individual or team), dynamic (iterative and progressive; a process not an outcome), and emergent (outcomes of team learning can manifest in different ways over time). The integrative theoretical heuristic distinguishes team learning process theories, supporting emergent states, team knowledge representations, and respective influences on team performance and effectiveness. Promising directions for theory development and research are discussed

    ILR Research in Progress 2006-07

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    The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2006_07.pdf: 18 downloads, before Oct. 1, 2020

    Introducing conflict as the microfoundation of organizational ambidexterity

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    This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time, they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative, or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of individuals, units, and organizations. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this article opens up promising research avenues to examine how organizations purposefully manage ambidexterity

    ILR Research in Progress 2003-04

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    The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2003_04.pdf: 19 downloads, before Oct. 1, 2020

    Does marketing and sales integration always pay off? evidence from a social capital perspective

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    Building on social capital theory, the authors view the marketing and sales interface as a set of inter-group ties and investigate how firms (1) generate value from inter-group relationships and (2) develop the social capital embedded in these relationships. Their findings suggest that social capital enhances, but can also limit, a firm’s performance depending on the characteristics of its customers. Their results also demonstrate that managing the marketing and sales interface at different levels of customer concentration is critical to the success of a firm’s performance.Marketing organization; sales organization; interface; social capital theory.

    The impact of teamwork quality on new product development cycle time : Evidence from Saudi Arabia Telecom Industry

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    The research filled a gap in existing knowledge regarding the impact of teamwork quality on new product development (NPD) cycle time through the mediation of internal market orientation in the telecommunication industry in Saudi Arabia. The present research also considered environmental turbulence as a moderator in the relationship between teamwork quality and NPD cycle time. Specifically, this research extended previous effort done by providing evidence that high teamwork quality and internal market orientation could decrease the time taken in producing new products or services. Random sampling was used to select respondents for a survey from among members of NPD teams in Saudi telecommunications firms with total respondents 149 teams and response rate of 88.67 percent. PLS-SEM was used to analyze the direct and indirect relationships between teamwork quality, internal market orientation, environmental turbulence, and NPD cycle time, while path coefficient and assessment of measurement and structural model used to test the research hypotheses. Findings indicate that five out of six teamwork quality factors had significant effects on NPD cycle time but not on communication among teamwork members. Internal market orientation was found to affect positively NPD cycle time. Internal market orientation fully mediated the relationship between balance of member contribution and mutual support, and NPD cycle time. Internal market orientation partially mediated communication, coordination, efforts and cohesion, and NPD cycle time. Environmental turbulence moderated the relationship between two factors of teamwork quality, namely, communication and coordination, and NPD cycle time. Environmental turbulence did not moderate balance of member contribution, mutual support, effort and cohesion. The findings suggest that managers should facilitate an environment conducive to teamwork. The study also provides a theoretical understanding of how teamwork qualities drive new product development cycle time. Recommendations for future research and limitations of the study are also highlighted
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