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Book part
Publication date: 8 April 2005

Fredrik von Corswant

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization…

Abstract

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Article
Publication date: 19 October 2010

Randhir Reghunath Pushpa and Mary Mathew

This paper aims to describe a study of interactive and collaborative behaviours of software product development teams across horizontal, geographical and value chain…

Abstract

Purpose

This paper aims to describe a study of interactive and collaborative behaviours of software product development teams across horizontal, geographical and value chain boundaries. The objective is to understand the influence of boundary on these behaviours.

Design/methodology/approach

This paper is a questionnaire‐based study of 63 software product‐development teams.

Findings

The study shows, that interactive behaviour is used more by teams as compared to collaborative behaviour while developing software products. The interactive behaviour is not influenced by the boundary crossed, while collaborative behaviour is influenced by the boundaries crossed.

Originality/value

The study is relevant for practitioners and researchers. Collaboration is considered important for product development, but the study shows that it is not used extensively. Researchers can look into why low level of collaborative behaviour has been exhibited.

Details

Team Performance Management: An International Journal, vol. 16 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 3 April 2017

Junyeong Lee, Jinyoung Min and Heeseok Lee

As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams

Abstract

Purpose

As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to protect the value of such specialized knowledge. However, prior studies focus primarily on boundary spanning and imply that boundaries are obstacles to sharing knowledge. To fill this research gap, this study aims to indicate the importance of knowledge protection regulation, an activity that sets an adequate boundary for protecting knowledge, and investigate the factors that facilitate knowledge protection regulation and its consequences.

Design/methodology/approach

This study collected empirical data from 196 teams in seven organizations. Through a validation of the measurement model, data from 138 teams are used for further analysis. The hypotheses effects are assessed using a structural equation model.

Findings

The analysis results indicate that both task uncertainty and task interdependency enhance knowledge protection regulation in teams, and that information technology support moderates the relationship between task uncertainty and knowledge protection regulation. The results also indicate that knowledge protection regulation improves inter-team coordination and team performance.

Originality/value

This study focuses on knowledge protection regulation by adopting communication privacy management theory at the team level. The findings imply that boundary management is the process of communication and depends on the role the teams play in accomplishing their tasks. The findings also provide a new way to understand knowledge flow of the teams as well as the entire organization.

Details

Journal of Knowledge Management, vol. 21 no. 2
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 15 August 2017

Chitra Dey and Ganesh M.P.

The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the…

Abstract

Purpose

The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.

Design/methodology/approach

The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.

Findings

The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.

Research limitations/implications

This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.

Originality/value

As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.

Details

Team Performance Management: An International Journal, vol. 23 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 16 December 2020

Qiuping Zhang and Jin Li

The complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates…

Abstract

Purpose

The complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates innovation performance remains to be further explored. This study aims to analyze the intermediary mechanism and boundary conditions between employee's BSB and innovation performance based on knowledge integration theory.

Design/methodology/approach

The authors collected data in two waves (July and August 2017) and from two hierarchical levels (from the final sample of 286 employees and their 29 direct supervisors) within ten manufacturing firms located in Nanjing and Anhui, China.

Findings

The results indicate that creative ideas generation mediates the relationship between employee's BSB and innovation performance. Moreover, employees with higher levels of team task interdependence (TTI) lead to a stronger relationship between ideas generation and innovation performance compared to lower levels of TTI (positively moderates the second stage of mediation).

Practical implications

By verifying the key effects of ideas generation and TTI between employee's BSB and innovation performance, the findings of this study provide practical guidance for enterprises to improve the efficiency of employee's BSB.

Originality/value

First, the authors use knowledge integration theory (Grant, 1996a) to deduce the formation process of the mechanism between employee's BSB and his/her innovation results, which clearly shows the driving forces and integral power of the formation process within an individual knowledge integrating system. The authors’ second contribution is further exploring the conditions under which engaging innovative ideas generated by the integration of employee's BSB is more likely to lead to ideas for implementation by examining TTI as a team-level moderator.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 19 June 2019

Ronald Archie Charles Huggins and Caren Brenda Scheepers

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Team Performance Management: An International Journal, vol. 25 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Book part
Publication date: 12 May 2017

Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

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Article
Publication date: 16 February 2021

Tingting Cao, Giorgio Locatelli, Nigel Smith and Lianying Zhang

Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is…

Abstract

Purpose

Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to navigate this complexity; it allows to identify and cluster the key elements. This paper aims to introduce a novel framework based on boundary spanners to describe the structural pattern of shared leadership in megaprojects.

Design/methodology/approach

A systematic literature review about boundary spanning and shared leadership is used to identify and cluster the key elements of shared leadership in megaprojects. The systematic literature review provides a rich theoretical background to develop the novel shared leadership framework based on boundary spanners.

Findings

There are three key dimensions characterizing shared leadership topology in megaprojects: stakeholders, boundary spanning leadership roles and project phases. The novel framework shows how project leadership dynamically transfers among different stakeholders, showing the importance of shared leadership as a leadership paradigm in megaprojects.

Research limitations/implications

The novel framework epitomizes shared leadership in megaprojects by exploring its antecedents with social network metrics. This paper stresses that shared leadership is the envisaged form of leadership in megaprojects. By modeling complex project leadership in a simple, yet effective way, the framework fosters critical thinking for future research. The modeling introduced by this framework would also benefit practitioners in charge of megaprojects.

Originality/value

The paper moves the project leadership research to the network-level by taking boundary spanners as shared leadership roles in megaprojects. It shows how shared leadership is a valuable management tool for planning and delivery megaprojects.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

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Book part
Publication date: 14 October 2015

Lena Zander, Christina L. Butler, Audra I. Mockaitis, Kendall Herbert, Jakob Lauring, Kristiina Mäkelä, Minna Paunova, Timurs Umans and Peter Zettinig

We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Abstract

Purpose

We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Methodology/approach

Advancements in the study of global teams, leadership, process, and outcomes were organized into four themes: (1) openness toward linguistic and value diversity as enhancing team creativity and performance, (2) knowledge sharing in team-based organizations, (3) the significance of social capital for global team leader role success, and (4) shared leadership, satisfaction, and performance links in global virtual teams.

Findings

We identify questions at three levels for bringing research on team-based organizing in global organizations forward. At the within-team individual level, we discuss the criticality of process and leadership in teams. At the between-teams group level, we draw attention to that global teams also need to focus on relationships and interactions with other teams within the same global firm, for example, when sharing knowledge. With respect to the across-teams organizational level, we highlight how bringing people together in global teams from different organizational units and cultures creates the potential for experiential individual and team-based learning, while making the firm more flexible and adaptable.

Theoretical implications

The potential of the relatively underexplored idea of global team-based firms as an alternative to hierarchy open up questions for empirical research, and further theorizing about the global firm.

Practical implications

Practitioners can learn about organizational, team, and individual challenges and benefits of global team-based organizing.

Originality/value

A century-old dominant organizational form is challenged when moving away from hierarchy- and hybrid-based forms of organizing toward team-based global organizing of work.

Details

The Future Of Global Organizing
Type: Book
ISBN: 978-1-78560-422-5

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Article
Publication date: 1 December 1996

Dennis A. Pitta, Frank Franzak and Lea Prevel Katsanis

Looks at recent product development literature which cites the improving but troubling success rates of newly introduced products and recommends integrating customer input…

Abstract

Looks at recent product development literature which cites the improving but troubling success rates of newly introduced products and recommends integrating customer input as early as possible. Notes that, while companies have adopted cross‐functional product development teams, integrating customer input is uncommon. Suggests that, to increase product success consumers and other external information sources should be part of idea generation and should provide input throughout the rest of the product development process. Highlights several problems that exist which interfere with achieving that integration: many firms are not structured to gather, disseminate and exploit consumer preference data or their surrogates; and it is difficult to identify consumers who could provide ongoing interactive input. Reviews the relevant learning organization literature and relates it to the new product development process. Explores the successful lead user technique used in industrial marketing, describes its important components, and proposes a potentially useful extension ‐ boundary‐spanning product development teams. Describes boundary‐spanning product development teams which are composed of internal cross‐functional members and external members selected from suppliers, retailers and consumers.

Details

Journal of Product & Brand Management, vol. 5 no. 6
Type: Research Article
ISSN: 1061-0421

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