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Article
Publication date: 15 June 2010

Ricardo Santa, Mario Ferrer, Phil Bretherton and Paul Hyland

The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the…

3682

Abstract

Purpose

The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross‐functional teams to improvement in operational performance.

Design/methodology/approach

The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of cross‐functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance.

Findings

Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross‐functional teams to the improvement in operational performance.

Research limitations/implications

The principal limitation of this study is its small sample size.

Practical implications

Cross‐functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross‐functional teams, will assist organisations to properly utilise cross‐functional teams with the aim of improving operational performance.

Originality/value

The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.

Details

Team Performance Management: An International Journal, vol. 16 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 January 2005

Todd A. Boyle, Uma Kumar and Vinod Kumar

Purpose – This research aims to identify various organizational‐level factors influencing support for cross‐functional new product development (NPD) teams.

3451

Abstract

Purpose – This research aims to identify various organizational‐level factors influencing support for cross‐functional new product development (NPD) teams. Design/methodology/approach – A total of 2,500 questionnaires where mailed in 2003 to managers of product development from Canadian and US manufacturing organizations operating in the machinery, computer, electronic product, electrical equipment, and transportation equipment manufacturing industrial sectors. A total of 269 usable questionnaires were returned for a response rate of 11.1 percent. Findings – Results of performing regression analysis indicate that the quality of communication between the functional disciplines involved in NPD activities, perceived risks and complexity of using cross‐functional NPD teams, and the complexity of the organization's NPD activities all influence organizational support for cross‐functional NPD teams. Based on the qualitative data, additional reasons why cross‐functional NPD teams may not be supported in organizations are identified and discussed. Research limitations/implications – The major limitation of this study is that the respondents are NPD managers. These managers commented on the extent that support for cross‐functional NPD teams exists at the team, departmental, and senior management levels. Future research should focus on gauging organizational support for cross‐functional NPD teams by directly surveying team members, functional managers, and senior managers. Practical implications – This study identifies various organizational‐level factors influencing support for cross‐functional NPD teams. Originality/value – This research is of value to managers using or implementing cross‐functional teams, as it indicates potential organizational‐level factors that may facilitate or hamper the usage of such teams. To researchers, it provides a starting point in studying the determinants of support for cross‐functional NPD teams, and cross‐functional teams in general.

Details

Team Performance Management: An International Journal, vol. 11 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 February 1995

Diane Irvine and G. Ross Baker

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group…

1233

Abstract

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group characteristics are viewed as determinants of social identity and organizational identification. Social Identity theory suggests that individuals develop self‐concept through identification with salient groups, including ethnic groups and organizational roles. The extent to which these identifications are competitive or synergistic may depend upon organizational and work group characteristics and on organizational policies concerning selection, performance appraisal, and rewards. Cross‐functional teamwork may provide an integrative mechanism which can promote intergroup relations and encourage greater organizational commitment among an ethnically diverse workforce. Cross‐functional teams can contribute to reduced intergroup conflict and promote the development of organizational identification. The benefits of cross‐functional teams will be particularly important in situations where the workforce is diverse, but work groups are ethnically homogeneous.

Details

International Journal of Conflict Management, vol. 6 no. 2
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 September 1996

Rebecca A. Proehl

Organizations are increasingly using cross‐ functional teams to address broad‐scale organizational problems, and the potential of such teams is undeniable. Bringing a…

4905

Abstract

Organizations are increasingly using cross‐ functional teams to address broad‐scale organizational problems, and the potential of such teams is undeniable. Bringing a cross‐functional perspective to organizational problems help build understanding, problem‐solving capabilities, co‐ordination, communication and, ultimately, improved quality and productivity. While the benefits are many, this study highlights the challenges. Over one‐half of the participants viewed their cross‐functional team’s work as unsuccessful, and these same individuals felt less optimistic about cross‐functional teams than they had before participating in one. While it is apparent that organizational leaders, are enthusiastically embracing team efforts, calls for additional analysis to explore the unique challenges of cross‐functional teams so organizations can consistently benefit from their efforts. Examines those factors that contributed to the success of the teams in this study and offers recommendations for working with cross‐functional teams.

Details

Leadership & Organization Development Journal, vol. 17 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 28 October 2001

Timothy W. Aurand, Carol DeMoranville and Geoffrey L. Gordon

Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business…

221

Abstract

Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business curricula. Many colleges and universities struggle to functionally integrate business programs that historically have been delivered by well‐defined, and often well‐siloed, disciplines. Drawing from the numerous published and unpublished case studies of cross‐functional integration attempts, this study develops a framework of critical issues to consider when developing an integrated program. The framework develops five major categories of issues (strategic, leadership, administrative, faculty, and student) to help universities identify typical program decisions and potential roadblocks that may inhibit the development of a successful program.

Details

American Journal of Business, vol. 16 no. 2
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 13 June 2017

Joy M. Perrin and Justin Daniel

The purpose of this paper is to assist library administration in avoiding cross-functional team pitfalls.

3653

Abstract

Purpose

The purpose of this paper is to assist library administration in avoiding cross-functional team pitfalls.

Design/methodology/approach

This paper reports the results of years of cross-fucntiional teams at an academic Library. Reports results of years of cross-functional teams at an academic Library.

Findings

Through shared trial and errors, readers will be able to avoid pitfalls and formulate questions not previously considered for their pursuit of cross-functional teams.

Research limitations/implications

While this is a case study, the lessons learned can be applied at any library where cross-functional teams are considered.

Originality/value

This study provides an account of teams at an academic library spanning a decade. Trials and tribulations are discussed.

Details

Library Management, vol. 38 no. 4/5
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 30 March 2012

Shahla Ghobadi and John D'Ambra

This study aims to present a model that can be used for predicting effective knowledge sharing behaviors in cross‐functional project teams.

6811

Abstract

Purpose

This study aims to present a model that can be used for predicting effective knowledge sharing behaviors in cross‐functional project teams.

Design/methodology/approach

Drawn from the extant literature, a coopetitive model of knowledge sharing is postulated. Data from 115 project managers are used to test the proposed model, using partial least squares (PLS).

Findings

The findings confirm the applicability and predictive power of the proposed model. Three dimensions of cross‐functional cooperation (cooperative task orientation, cooperative communication, and cooperative interpersonal relationships) were proved to directly drive effective knowledge sharing behaviors. The results show that competition affects effective knowledge sharing behaviors through influencing cooperative behaviors. In addition, this study shows that different dimensions of competition generate mixed impacts. Competition for tangible resources was found to positively affect cooperative communication of individuals, whereas competition for intangible resources (political competition) had negative impacts on cooperative communication and task orientations.

Research limitations/implications

This study contributes to the extant literature by presenting a model that predicts effective knowledge sharing practices in cross‐functional projects. In addition, the results advance the current understanding of the concept and modeling of coopetitive knowledge sharing.

Practical implications

The proposed model of this study can be used by managers in order to facilitate problematic knowledge sharing processes within cross‐functional teams.

Originality/value

This study stands as one of the first attempts in providing a model that explains the forces behind effective knowledge sharing behaviors in cross‐functional teams. The model explores coopetition effect in a systematic way, which has not been previously studied.

Article
Publication date: 20 October 2021

Siyu Li, Kedi Wang, Baofeng Huo, Xiande Zhao and Xiling Cui

This study aims to investigate the impact of cross-functional coordination (cross-functional system, process and team coordination) on customer coordination (customer…

Abstract

Purpose

This study aims to investigate the impact of cross-functional coordination (cross-functional system, process and team coordination) on customer coordination (customer strategic and operational coordination) and operational performance. Following the lens of information processing theory (IPT), this study examines the diverse mechanisms of cross-functional coordination practices in enhancing firms’ information processing capabilities (IPCs) to cope with the higher information processing demands resulting from customer coordination, finally improving operational performance.

Design/methodology/approach

Based on data collected from 410 Chinese manufacturers, the authors use the structural equation modeling method to test the theoretical model.

Findings

The authors found that cross-functional system coordination is positively associated with customer operational coordination (COC) but not customer strategic coordination (CSC). Cross-functional process coordination increases both customer strategic and operational coordination. Cross-functional team coordination significantly promotes CSC but not COC. Both customer operational and strategic coordination facilitate operational performance.

Originality/value

This research pioneers in identifying three dimensions of cross-functional coordination based on IPT and examine their distinct impacts on various customer coordination activities. The authors distinguish two customer coordination dimensions and reveal their effects on operational performance. This research contributes to the development of IPT. Additionally, this study provides guidelines for managers to coordinate internal departments and collaborate with external customers to enhance firms’ operational performance.

Details

Industrial Management & Data Systems, vol. 122 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 February 2008

Rupak Rauniar, William Doll, Greg Rawski and Paul Hong

This paper seeks to empirically investigate how a heavyweight product manager (HW) can impact the cross‐functional team and project performance (PP) through actively…

3545

Abstract

Purpose

This paper seeks to empirically investigate how a heavyweight product manager (HW) can impact the cross‐functional team and project performance (PP) through actively influencing the ways and the extent of strategic alignment (SA), shared project mission, and clarity of project targets in the early front‐end stage.

Design/methodology/approach

Based on past studies on leadership role theory and goal‐setting theory for teams, this study hypothesizes that the role of the HW for SA of the project, shared project mission, and clarity of the project target are positively related. The study further hypothesizes that these roles of the HW can have a positive impact on PP measures such as product cost, time, and customer satisfaction.

Findings

Primary data collected from 191 new product development (NPD) projects from the US automotive industry were analyzed using structural equation modeling techniques. All the hypotheses presented in this study regarding the role of the HW in a cross‐functional team are supported. These roles of the HW also seem to indicate a positive relationship with overall PP.

Practical implications

Rather than blindly subscribing to generic and prescriptive “best practices” for the HW, the causal relationship detailed in this study makes it now possible to rationalize the role of HW in cross‐functional product development teams. Through formal and informal influence of the HW, the project and the team gain SA, shared mission, and clear project targets that can drive better PP.

Originality/value

This is the first study to focus specifically on the role of HW in NPD in a cross‐functional team environment.

Details

International Journal of Operations & Production Management, vol. 28 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 7 September 2015

Gavin Meschnig and Lutz Kaufmann

A key driver of procurement effectiveness is the alignment of the procurement function with interlinked functions, such as R & D, engineering, production, and…

1233

Abstract

Purpose

A key driver of procurement effectiveness is the alignment of the procurement function with interlinked functions, such as R & D, engineering, production, and marketing. In the strategic management literature, the degree of alignment of individual team members on strategic objectives is termed “consensus.” The purpose of this paper is to investigate antecedents of consensus on objectives in cross-functional sourcing teams, the relationship between the degree of consensus and supplier performance, and moderators of the consensus-performance relationship. To do so, it ties strategic management literature to SCM and supplier selection research. As a result of these investigations, this research holistically introduces the concept of consensus to the discipline.

Design/methodology/approach

The study analyzes a sample of 88 sourcing teams (233 team members) from three manufacturing companies using regression analysis and moderated regressions.

Findings

Consensus on objectives for supplier selection among sourcing team members is positively related to the selection of higher performing suppliers. Sourcing team member experience is positively related to the level of consensus, and formalization of the selection process positively moderates the consensus-performance relationship. Team demographic diversity does not affect consensus among team members or supplier selection effectiveness.

Research limitations/implications

This study investigates consensus on objectives as a state within the sourcing team; it does not analyze how decision-making processes unfold in situations of low- or high-initial consensus among sourcing team members.

Practical implications

This paper provides insights into the drivers and effects of consensus on objectives and formalization of supplier selection in cross-functional setups.

Originality/value

This research addresses a gap in the SCM literature by investigating the role of consensus on objectives and thereby contributes to a better understanding of cross-functional sourcing team setups and effectiveness. The study introduces a key construct from the strategic management literature to supply management research, and empirical evidence shows how consensus can improve supplier selection performance.

Details

International Journal of Physical Distribution & Logistics Management, vol. 45 no. 8
Type: Research Article
ISSN: 0960-0035

Keywords

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