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Antecedents and Consequences of Project Team Cross-Functional Cooperation


Author Info

  • Mary Beth Pinto

    (College of Business Administration, University of Maine, Orono, ME 04469)

  • Jeffrey K. Pinto

    (College of Business Administration, University of Maine, Orono, ME 04469)

  • John E. Prescott

    (Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260)

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    Cross-functional teams can greatly facilitate the successful implementation of projects. This study examined the influence of a set four antecedent constructs (superordinate goals, accessibility, physical proximity and formalized rules and procedures) on the attainment of both cross-functional cooperation and perceived project outcomes. Through the use of path analysis, the results indicated that superordinate goals, physical proximity and project team rules and procedures have significant direct and/or indirect effects on project outcomes through influencing cross-functional cooperation. Further, cross-functional cooperation was a significant predictor of both perceived task and psychosocial project outcomes. Directions for management practice and future research are discussed.

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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 39 (1993)
    Issue (Month): 10 (October)
    Pages: 1281-1297

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    Handle: RePEc:inm:ormnsc:v:39:y:1993:i:10:p:1281-1297

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    Related research

    Keywords: project management; project implementation; cross-functional cooperation; team building and development;


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    Cited by:
    1. Bremmers, Harry J. & Sabidussi, Anna, 2009. "Co-innovation: what are the success factors?," APSTRACT: Applied Studies in Agribusiness and Commerce, AGRIMBA, vol. 3.
    2. Hoegl, Martin & Proserpio, Luigi, 2004. "Team member proximity and teamwork in innovative projects," Research Policy, Elsevier, vol. 33(8), pages 1153-1165, October.
    3. Blazevic, Vera & Lievens, Annouk, 2004. "Learning during the new financial service innovation process: Antecedents and performance effects," Journal of Business Research, Elsevier, vol. 57(4), pages 374-391, April.
    4. Wuttke, David A. & Blome, Constantin & Henke, Michael, 2013. "Focusing the financial flow of supply chains: An empirical investigation of financial supply chain management," International Journal of Production Economics, Elsevier, vol. 145(2), pages 773-789.
    5. Cooper, Marjorie J. & Gwin, Carol F. & Wakefield, Kirk L., 2008. "Cross-functional interface and disruption in CRM projects: Is marketing from Venus and information systems from Mars?," Journal of Business Research, Elsevier, vol. 61(4), pages 292-299, April.
    6. Nicoletti, Sergio & Nicolo, Fabio, 1998. "A concurrent engineering decision model: Management of the project activities information flows," International Journal of Production Economics, Elsevier, vol. 54(2), pages 115-127, January.
    7. Blazevic,Vera & Lievens,Annouk, 2003. "Learning during the New Financial Service Innovation Process: Antecedents and Performance Effects," Research Memorandum 040, Maastricht University, Maastricht Research School of Economics of Technology and Organization (METEOR).
    8. Rauniar, Rupak & Rawski, Greg, 2012. "Organizational structuring and project team structuring in integrated product development project," International Journal of Production Economics, Elsevier, vol. 135(2), pages 939-952.
    9. Song, M. & Bij, van der H.. & Weggeman, M.C.D.P., 2001. "Improving the level of knowledge generation," Eindhoven Center for Innovation Studies (ECIS) working paper series 01.08, Eindhoven Center for Innovation Studies (ECIS).
    10. Sosa, Manuel E., 2003. "Factors that influence technical communication in distributed product development : an empirical study in the telecommunications industry," Working papers WP 4123-00., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    11. Chien, Shih-Wen & Hu, Changya & Reimers, Kai & Lin, Jeun-Sheng, 2007. "The influence of centrifugal and centripetal forces on ERP project success in small and medium-sized enterprises in China and Taiwan," International Journal of Production Economics, Elsevier, vol. 107(2), pages 380-396, June.
    12. Singer, Marcos & Donoso, Patricio & Rodríguez-Sickert, Carlos, 2008. "A static model of cooperation for group-based incentive plans," International Journal of Production Economics, Elsevier, vol. 115(2), pages 492-501, October.
    13. Farris, Jennifer A. & Van Aken, Eileen M. & Doolen, Toni L. & Worley, June, 2009. "Critical success factors for human resource outcomes in Kaizen events: An empirical study," International Journal of Production Economics, Elsevier, vol. 117(1), pages 42-65, January.
    14. Seriki, H. Titilayo & Hoegl, Martin & Parboteeah, K. Praveen, 2010. "Innovative performance in African technical projects--A multi-level study," Journal of World Business, Elsevier, vol. 45(3), pages 295-303, July.
    15. Gomes, Jorge F. & Weerd-Nederhof, Petra C. de & Pearson, Alan W. & Cunha, Miguel Pina e, 2000. "Is more always better? An exploration of the differential effects of functional integration on performance in new product development," FEUNL Working Paper Series wp393, Universidade Nova de Lisboa, Faculdade de Economia.
    16. Rota, Cosimo & Zanasi, Cesare, 2011. "Sustainable Relations in International Development Cooperation Projects: The Role of Organizational Climate," International Journal on Food System Dynamics, International Center for Management, Communication, and Research, vol. 2(1).
    17. Yu-Shan Chen & Ke-Chiun Chang, 2010. "Using the fuzzy associative memory (FAM) computation to explore the R&D project performance," Quality & Quantity: International Journal of Methodology, Springer, vol. 44(3), pages 537-549, April.
    18. Leenders, M.A.A.M. & Wierenga, B., 2001. "The Effectiveness of Different Mechanisms for Integrating Marketing and R&D," ERIM Report Series Research in Management ERS-2001-20-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus Uni.


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