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Cross-functional Integration and New Product Performance — The Impact of National and Corporate Culture

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  • Engelen, Andreas
  • Brettel, Malte
  • Wiest, Gregor

Abstract

Cross-functional integration (CFI) is regarded as a key success factor in new product development. Since most of the research in this area has been conducted in single-country environments, researchers have asked how CFI is affected by national culture and have pointed out the need to analyze the impact of other contingency factors, such as corporate culture. Following these calls for further research, we collected data from 619 companies in six countries with pronounced national cultural differences. Using hierarchical regression analysis, we found that the effects of CFI's dimensions (cross-functional interaction and collaboration) are stronger when the organization operates in a national culture with strong collectivism. This moderating effect is strengthened when the corporate culture of the organization is strong, suggesting an interaction effect between the two levels of the culture construct.

Suggested Citation

  • Engelen, Andreas & Brettel, Malte & Wiest, Gregor, 2012. "Cross-functional Integration and New Product Performance — The Impact of National and Corporate Culture," Journal of International Management, Elsevier, vol. 18(1), pages 52-65.
    • Handle: RePEc:eee:intman:v:18:y:2012:i:1:p:52-65
    DOI: 10.1016/j.intman.2011.07.001
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    Cited by:

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    2. Hasan, Iftekhar & Jackowicz, Krzysztof & Kowalewski, Oskar & Kozłowski, Łukasz, 2023. "Cultural values of parent bank board members and lending by foreign subsidiaries: The moderating role of personal traits," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 83(C).
    3. Stav Rosenzweig, 2017. "The effects of diversified technology and country knowledge on the impact of technological innovation," The Journal of Technology Transfer, Springer, vol. 42(3), pages 564-584, June.
    4. Jinwan Cho & Eunmi Kim & Insik Jeong, 2017. "International orientation and cross-functional integration in new product development," Asian Business & Management, Palgrave Macmillan, vol. 16(4), pages 226-252, December.
    5. Engelen, Andreas & Schmidt, Susanne & Strenger, Lis & Brettel, Malte, 2014. "Top Management's Transformational Leader Behaviors and Innovation Orientation: A Cross-Cultural Perspective in Eight Countries," Journal of International Management, Elsevier, vol. 20(2), pages 124-136.
    6. Keszey, Tamara & Biemans, Wim, 2016. "Sales–marketing encroachment effects on innovation," Journal of Business Research, Elsevier, vol. 69(9), pages 3698-3706.
    7. Bachmann, Jan-Thomas & Engelen, Andreas & Schwens, Christian, 2016. "Toward a Better Understanding of the Association Between Strategic Planning and Entrepreneurial Orientation — The Moderating Role of National Culture," Journal of International Management, Elsevier, vol. 22(4), pages 297-315.
    8. Cao, Mingchun & Alon, Ilan, 2021. "Overcoming the liability of foreignness – A new perspective on Chinese MNCs," Journal of Business Research, Elsevier, vol. 128(C), pages 611-626.
    9. Igor Gurkov & Sergey Filippov, 2013. "Innovation processes in the Russian manufacturing subsidiaries of MNCs – an integrated view from case studies," HSE Working papers WP BRP 11/MAN/2013, National Research University Higher School of Economics.
    10. Lewellyn, Krista B. & Bao, Shuji ‘Rosey’, 2015. "R&D Investment in the Global Paper Products Industry: A Behavioral Theory of the Firm and National Culture Perspective," Journal of International Management, Elsevier, vol. 21(1), pages 1-17.
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