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Article
Publication date: 30 December 2022

Mitchell J. van den Adel, Thomas A. de Vries and Dirk Pieter van Donk

Organizations increasingly rely on cross-functional teams to deal with supply chain (SC) disruptions. These teams may use their broad range of connections and expertise to gather…

Abstract

Purpose

Organizations increasingly rely on cross-functional teams to deal with supply chain (SC) disruptions. These teams may use their broad range of connections and expertise to gather or scout relevant information, enabling them to develop integrative countermeasures and increase their organization’s resilience. Despite their potential, cross-functional teams often struggle to attain information scouting’s prospective benefits for effectively resolving disruptions. By drawing from group information-processing theory, this study aims to explore when and how cross-functional teams can realize information scouting’s full potential for ensuring their organization’s resilience.

Design/methodology/approach

Multisource, multi-informant data were collected from 80 cross-functional teams exposed to SC disruptions in a realistic SC management simulation.

Findings

The results show that a cross-functional team’s ability to effectively use information scouting for ensuring its organization’s resilience is contingent upon the degree to which the team’s members share information and align decisions internally (i.e. internal integration). The findings further reveal that this moderating role of internal integration is strengthened when the cross-functional team faces a volatile environment in which multiple SC disruptions are likely to occur (i.e. higher SC vulnerability).

Originality/value

This study contributes by advancing a more complete perspective on how a cross-functional team may contribute to its organization’s resilience. Specifically, the present research reveals how the benefits of a cross-functional team’s information scouting for dealing with SC disruptions are critically dependent upon internal conditions within the team, as well as external conditions related to its organization’s overall SC (i.e. beyond individual dyadic relationships).

Details

Supply Chain Management: An International Journal, vol. 28 no. 4
Type: Research Article
ISSN: 1359-8546

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…

1319

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…

6075

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 curricula…

232

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: 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 implementation of…

4184

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.

3497

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: 6 December 2022

Ricardo Santa, Claudia Marcela Sanz, Thomas Tegethoff and Edgardo Cayon

This article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three…

Abstract

Purpose

This article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three dimensions on operational effectiveness.

Design/methodology/approach

The analysis was based on 250 valid questionnaires collected from organizations in the Valle del Cauca region in Colombia in the service sector. The variables were analyzed using structural equation modeling to identify their relationships.

Findings

The results suggest that emotional intelligence contributes to establishing cross-functional teams but does not impact the development of interorganizational networks, influencing operational effectiveness only indirectly through the cross-functional teams. Contrary to what the literature suggests, interorganizational networks do not influence the operational effectiveness of organizations. Hence, in the pursuit of competitive advantage, companies in the studied region should encourage the creation of cross-functional teams within their organizations to maximize the returns received through the optimization of operational effectiveness.

Practical implications

Organizations are comprised of individuals whose emotional intelligence competencies and abilities enable them to form effective cross-functional teams. Furthermore, cross-functional teams that effectively establish relationships with other organizations are frequently employed in global, interorganizational collaboration environments like joint ventures and alliances. Cross-functional teams that fulfill their aims have the potential to benefit the organization's performance by boosting operational effectiveness and, therefore, its competitiveness.

Originality/value

The value of this article lies in providing a better understanding of the capabilities and strategies of organizations in the construction of interorganizational networks intended to improve their competitiveness. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of the individuals comprising the cross-functional teams should be managed through the appropriate application of the concepts of emotional intelligence.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 10 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 1 September 2005

Elisa Fredericks

The purpose of this paper is to garner multiple perspectives from cross‐functional new product development (NPD) team members and determine point of contact in and…

5299

Abstract

Purpose

The purpose of this paper is to garner multiple perspectives from cross‐functional new product development (NPD) team members and determine point of contact in and responsibilities throughout the development process.

Design/methodology/approach

The use of an integrative literature review and in‐depth interviews were two qualitative approaches to data collection in the study of cross‐functional NPD. A convenience sample initiated research efforts, then snowball sampling facilitated the completion of semi‐structured, face‐to‐face interviews among 94 team members in 11 firms. The literature review culled research from fields as distinct as communication, industrial design, and research and development. The in‐depth, semi‐structured design provided the permitted open‐ended investigation and some unplanned questions. Face‐to‐face questioning allowed for the reading of facial expressions, other forms of body language, and the free pursuit of interesting subtopics. The study design utilized a 19‐question, one‐page interview guide. Bi‐directional dialogue lasted 45 min to 1½ h.

Findings

Exploratory results revealed the importance of pre‐project meetings and the use of a formal process in securing cross‐functional involvement during product development. Qualitative findings uncovered that involvement depended on team understanding of the NPD process, an understanding of requisite roles and responsibilities, and the task required at various stages throughout the NPD process. Variances were noted between business‐to‐business and business‐to‐consumer teams.

Originality/value

This research obtained the perspectives of 20 teams from seven departments, and thereby permitted a more expansive and comprehensive understanding of cross‐functional NPD. Previous research incorporated responses from three departments at best. This research underscores the importance of early involvement among highly interdependent, cross‐functional team members as a prerequisite to enhanced understanding of project particulars and team dynamics. The resource‐based theory of competitive advantage and human capital theories accentuate the importance of a wide range of functional representation during the innovation process. The importance of pre‐project meetings and a formal product development process were detailed as well as supporting team member roles and responsibilities.

Details

Qualitative Market Research: An International Journal, vol. 8 no. 3
Type: Research Article
ISSN: 1352-2752

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.

3718

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.

7691

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.

1 – 10 of over 22000