The evolution of team processes in commercializing high-tech products

Abstract

This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests that both social- and task-related processes are essential in order for diverse teams to achieve their full potential. Furthermore, these team processes evolve over time, creating even more complexity related to technology commercialization. A panel of teams is surveyed over time to capture this dynamism and the role of key social and task processes. Results suggest that social team processes, such as cohesion and identification, predict affective performance (i.e., team satisfaction and commitment). Objective team performance is primarily a function of task cohesion and trust. Furthermore, affective performance serves as a mediator between social team processes and objective performance for these high-tech teams. Post-hoc analyses examine the differences in the development of both task and social processes for high- and low-performing teams. High-performing teams have higher levels of task-focused interaction, functional conflict and task cohesion early on in the commercialization process as compared with low-performing teams. Effective teams establish key social processes early on, which provides the foundation for team success.

Citation

Vincent, L.H. (2010), "The evolution of team processes in commercializing high-tech products", Libecap, G.D., Thursby, M. and Hoskinson, S. (Ed.) Spanning Boundaries and Disciplines: University Technology Commercialization in the Idea Age (Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Vol. 21), Emerald Group Publishing Limited, Leeds, pp. 87-118. https://doi.org/10.1108/S1048-4736(2010)0000021007