The implementation of cross-functional teams (CFTs) is a significant organizational change. Using a multilevel perspective as a lens, we develop a conceptual framework for CFT implementation that analyzes contextual requirements, the role of interventions, and the effects on organizations. Our analysis suggests that using CFTs should be viewed as a double-edged sword: Certain management interventions are needed to unleash benefits to organizations, groups, and individuals involved in CFTs, but these interventions can produce counterproductive effects that in turn require remedial solutions. Additionally, interventions that focus on one level of CFT effectiveness can produce unintended multilevel outcomes.
Lam, L.W., Bischoff, S.J., Verne H. Higgins, L. and Persing, D.L. (2000), "Implementing effective cross-functional teams A multilevel framework for analysis", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 12), Emerald Group Publishing Limited, Leeds, pp. 171-203. https://doi.org/10.1016/S0897-3016(99)12007-X
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