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Antecedents and Consequences of Project Team Cross-Functional Cooperation

Author

Listed:
  • 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)

Abstract

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.

Suggested Citation

  • Mary Beth Pinto & Jeffrey K. Pinto & John E. Prescott, 1993. "Antecedents and Consequences of Project Team Cross-Functional Cooperation," Management Science, INFORMS, vol. 39(10), pages 1281-1297, October.
  • Handle: RePEc:inm:ormnsc:v:39:y:1993:i:10:p:1281-1297
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    File URL: http://dx.doi.org/10.1287/mnsc.39.10.1281
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