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An enterprise system (ES) implementation proceeds as a multi-team system (MTS), with multiple project teams spanning time and business functions to meet organization-wide goals. Thus, the focus shifts from the output of a single project team to the outcomes of all ES project teams as part of the larger MTS. This study extends concepts of shared mental models (SMMs) in aspects of goals and plans in both MTS level and project team level and further examines SMMs' interactive impact on the MTS-based project performance.

This study tests the model with survey data from 140 MTS-based ES implementations in China. Partial Least Squares Structural Equation Modeling (PLS SEM) served to test the hypothesized relationships.

SMMs of project team-level goals and plans contribute to the cooperation and coordination in the ES implementation and thereby improve final implementation efficiency either directly or in combination. However, SMMs of MTS-level goal and plans contribute integration only when considered with achievements at the project level.

Prior literature suggests a critical role of integration among ES project teams but finds challenges in achieving such integration. By leveraging shared mental model theory, the authors' results show that both common goal and plan understandings in the integration team critically influence integration in ES implementation and, thus, the final ES implementation efficiency, though not in a strictly linear relationship.

The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand.

A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice.

Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring.

The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand.

The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance.

The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework.

The purpose of this study is to explore how integration teams can build trusting relationships in component teams to enhance their leadership capability within multiteam systems to achieve common superordinate goals. The study investigates how an integration team diagnoses contextual dynamics to enhance understanding of goals in component teams and spans boundaries to create trusting relationships.

The proposed model was tested by surveying 396 respondents nested within component teams working within five South African manufacturing companies. Structural Equation Modeling was used to analyse the data.

The study reveals that by diagnosing the contextual dynamics within a multiteam system and through boundary spanning, an integration team builds trusting relationships, which will, ultimately, enable teams to achieve common superordinate goals.

This study offers organisations insights into how multiple component teams of different functional disciplines can work effectively towards achieving an overall or common superordinate goal. It offers insights on how to mitigate misalignment challenges by implementing an integration team within the multiteam system context.

Research participants were employees within a manufacturing context, which sets this study apart from many previous ones conducted in a simulated environment within a military context. The study investigates building trusting relationships among multiple component teams within a multiteam system through the implementation of an integration team, which has not been specifically addressed in previous studies.

Team integration is a concept that has been widely fostered in alliances as a way of improving collaborative relationships between diverse organisations. However, deeper insights into the practice of high levels of team integration remain elusive. The purpose of this paper is to develop a deeper understanding of team integration through the “lived experience” of practitioners in an alliance.

This study employed a qualitative research methodology. Using a phenomenological examination, via the lived experiences of 24 alliance practitioners, the practice of alliance team integration has been investigated based on the key indicators that foster alliance team integration: team leadership, trust and respect, single team focus on project objectives and key results areas, collective understanding, commitment from project alliance board, single and co-located alliance team, and free flow communication.

The findings highlight that alliancing gives the project teams’ flexibility to change and adapt, to advance the collaborative environment and that successful integration of multi-disciplinary project teams requires commitment to the identified indicators. These findings have led to the development of a framework of leadership for successful alliance integrated practices. It is proposed that to influence the leadership for the purpose of achieving successful integration practice, a team-centric approach is required which includes four elements: task and relationship-oriented behaviours; collaborative learning environments; cultivating cross-boundary networks; and collaborative governance.

As team integration is the central tenet of alliance projects, greater understanding regarding the leadership of integration practice is of value in leveraging the benefits of outstanding performance. Also, the results of the study are expected to be informative and provide insight for alliance teams to help them proactively recognise how the context of integrated teams is influenced by specific indicators, impacting on the extent of integration practice.

This study contributes to the current body of knowledge concerning the insights from the “lived experience” of alliance teams towards achieving a greater understanding of what contributes to the leadership of successful integration practices.

Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects.

This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study.

This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known.

The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry.

Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.

Multifunctional teams have become commonplace in new product development (NPD) endeavors. Knowledge on the functioning of such teams, however, remains little. In this article two major principles about how these teams function are investigated, team cooperation and team integration. A theoretical discussion indicates that there is not a clear‐cut way to manage team cooperation and team integration in order to achieve high performance. The management of these principles in NPD teams is rather a delicate managerial challenge. These theoretical considerations are statistically examined then. The results show that both team cooperation and team integration are inversely U‐shaped related to NPD team performance. In managerial terms the results imply that creating the right level of team cooperation and team integration managers have to balance their actions between two extremes. The article finishes by presenting opportunities how to do so.

Effective knowledge integration is vital for decision making in interdisciplinary research (IDR) teams. However, there is a lack of knowledge about the antecedents of knowledge integration. This study aims to examine how social capital at different levels and their interaction influences knowledge integration in IDR teams. Specifically, this study explores the moderating role of team social capital in the relationship between individual social capital and knowledge integration.

A survey on 346 individuals from 46 IDR teams in a research university in China is conducted. A multilevel analysis of the hierarchical linear model is used to process the sociometric data.

Results reveal that team social capital interacts with individual social capital by influencing knowledge integration. At the individual level, tie strength and structural equivalence have a positive influence on knowledge integration. There is an inverted U-shaped relationship between betweenness centrality and knowledge integration. Furthermore, team cohesion negatively moderates the positive effect of tie strength and structural equivalence on knowledge integration. No support is found for the moderating role of team cohesion on the effect of betweenness centrality.

First, different from previous research on social capital at single levels, this study links the individual-level and the team-level views to explore the effects of social capital on knowledge integration. Second, this study enriches research on inducing factors of knowledge integration. Third, this study extends social capital research and knowledge integration research to the IDR team context.

The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.

This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.

The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.

The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.

Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.

By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.

This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.

Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.

The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.

First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.

Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.

First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

The purpose of this paper is to explore the applicability of the Alliance Team Integration Performance Index (ATIPI) model as an assessment tool to measure the performance of team integration in alliance road infrastructure projects in New Zealand.

This study takes a case study approach, using a qualitative research method. Three road infrastructure projects under project alliance from the New Zealand Transport Agency (NZTA) were selected as the cases. Data were collected through the interviews with a representative from the alliance management team from each case. Project records and documentation were also used to assist and support the actual data from the interviews.

The findings indicated that the ATIPI is performing as expected and found to be both practical and applicable to measure the team integration performance in light of real life case studies of alliance road infrastructure projects. Across the three case studies, there is evidence that high levels of integrated performance is consistently fostered by the project teams over the lifecycle of projects. In addition, based on the cross-case analysis from the application of the ATIPI on three cases, further work could enhance the probability of the utilization of the tool to manage different project alliance teams consistently and objectively.

The study was limited to three alliance road infrastructure projects in New Zealand. Further research into different alliance projects is required to establish a comprehensive database of alliance team integration performance, so that the model could be more beneficial for owner and non-owner participants, for benchmarking purposes.

As team integration practice can directly result in high performing teams in alliance projects, the ATIPI is an ideal model to facilitate the continuous evaluation of team integration performance consistently and objectively over the lifecycle of the projects.

This study extends the team integration literature in construction research by providing significant insights into the empirical evaluation of alliance team integration performance, as well as providing added value for the enhancement of any future development of performance evaluation models in construction research.