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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.

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.

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.

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

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.

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

This paper aims to report on research into human resource management within an operations management environment; specifically, operational team‐work amongst health care workers in a hospital.

Eight operational teams within a UK National Health Service hospital took part and the research used a combination of survey and group discussions.

The results show the construct of the team had little operational definition. Key factors identified as contributing to effective team‐working include: leadership; frequency of team meetings; a climate of trust and openness. There was limited evidence of truly multi‐disciplinary teams and of organisational support for team‐working.

The methodology applied was appropriate, generating data to facilitate discussion and draw specific conclusions therefrom. A perceived limitation is the single case approach; however, Remenyi et al. argue this can be enough to add to the body of knowledge. In terms of implications this paper demonstrates that team‐working is no panacea; as part of a bundle of good operations management practices it is associated with efficiency, effectiveness, and in this case improved patient care.

The paper suggests a new input, process, output model of effective team‐working and identifies issues to be faced in adopting a strategy of developing an operational team‐based organisation.

The value of this paper is the conclusion that the importance of operational team‐working is as a paradigm for assessing how effectively individuals and groups work together, rather than as a specific organisational form with an optimal size.

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.

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.

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.

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.

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.

The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams.

The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature.

Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams.

The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams.

The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.

To better understand contributing factors and mediating mechanisms related to team dynamics in isolated, confined, and extreme (ICE) environments.

Literature review.

Our primary focus is on cohesion and adaptation – two critical aspects of team performance in ICE environments that have received increased attention in both the literature and funding initiatives. We begin by describing the conditions that define ICE environments and review relevant individual biological, neuropsychiatric, and environmental factors that interact with team dynamics. We then outline a unifying team cohesion framework for long-duration missions and discuss several environmental, operational, organizational, and psychosocial factors that can impact team dynamics. Finally, we end with a discussion of directions for future research and countermeasure development, emphasizing the importance of temporal dynamics, multidisciplinary integration, and novel conceptual frameworks for the inherently mixed work and social setting of long-duration missions in ICE environments.

A better understanding of team dynamics over time can contribute to success in a variety of organizational settings, including space exploration, defense and security, business, education, athletics, and social relationships.

We promote a multidisciplinary approach to team dynamics in ICE environments that incorporates dynamic biological, behavioral, psychological, and organizational factors over time.

This paper aims to describe the development of guidance to help clients and operational teams to clearly define information requirements for projects using building information modelling (BIM). ISO 19650 standards highlight this as a critical first step to ensure adequate information is available to optimise built assets over their whole life cycle.

A document analysis of existing BIM guidance supported by literature was undertaken to answer the research questions: “What guidance already exists specific to clients? and Would additional guidance help clients to better fulfil their role as the ‘appointing party’ in line with ISO 19650?”

A research gap was established highlighting a lack of guidance specifically aimed to help clients formulate information requirements as the appointing party. This research makes recommendations for an approach to define the requirements and support successful outcomes for BIM projects.

This paper provides a standardised approach and a starting point for an appointing party to gather and structure information requirements in line with ISO 19650.

This paper considers BIM information requirements specifically from an operations perspective with a focus on the client and facility management team.

Reports the results of a UK company survey on the strategic and operational autonomy of team leaders working on new product development (NPD). The data are based on returns from 194 manufacturing companies and were completed by either the director of R&D or a member of the board with overall responsibility for the management of NPD project team leaders. The management of NPD project team leaders was classified into task variables (six strategic and seven operational) and a member of top management was asked to rate on a seven‐point Likert scale the extent to which each task was the autonomous responsibility of the team leader as opposed to the responsibility of other managers. Subdivides the sample into high technology and low‐to‐medium technology companies and analyses the strategic and operational management of NPD team leaders according to the company′s performance (measured by annual sales turnover) and its market environment, using four measures of the market environment: product life cycle, market growth rate, market share and R&D spending on new product development. Finds annual sales turnover to be the most important and closely associated variable with high amounts of autonomy granted to team leaders working on new product development. In medium‐to‐low technology companies, the market growth rate and R&D spending are additional, significantly associated variables. Concludes that UK companies reduce their top management controls in order to facilitate the autonomy of NPD team leaders when company sales turnover is high. Additionally, it is arguable from the evidence of the data that medium‐to‐low technology companies are more influenced by recent market performance than are high technology companies because, in addition to sales, they facilitate more autonomy according to market growth rate, market share and R&D spending.

An organisation consists of a set of related positions whose occupants play interlocking roles to achieve corporate purpose and objectives. For organisational convenience these relative positions are grouped in sections, departments, etc which in the context of this article are described as teams.

The purpose of this study is to explore balanced leadership behaviors, which exhibit ambidexterity, in a top management team (TMT) recognized for innovation and operational success.

An action research case study was conducted in a single global organization in an industry requiring high levels of innovation. Operationalized as a balance of exploratory and exploitative behaviors, leadership ambidexterity was measured using the strategic-operational dimension of the Leadership Versatility Index (LVI©) which when completed included 67 assessments provided by TMT peers, supervisors and direct reports. Using quantitative and qualitative data, we examined the behaviors of six executives and the degree of flexibility they exhibit when switching opposing behaviors.

This study provides empirical evidence that TMT leaders of a highly innovative company strive to flexibly move between explorative and exploitative behaviors both as individual members and as an executive team. A high degree of exploitation–exploration versatility was also linked to the TMT effective performance.

For organizational practitioners, the study offers a quantifiable measure of individual and team leadership ambidexterity. It can be used to raise awareness and suggest ambidextrous behaviors to TMT leaders and “high-management-potentials”.

This study measures leadership ambidexterity of individual executives and the TMT as a group using a quantitative instrument supported by 360-degree qualitative data. Access to both secondary and proprietary information allowed in depth examination of the TMT behaviors in an innovative firm, which was acquired at a premium and was recognized with multiple innovation awards.