Cross-functional teams: Central research avenues in management

The search for alternative forms of employment amid social perturbations (the COVID-19 pandemic and its consequences), as well as technical (total digitalization) and organizational-managerial factors has increased the interest of Russian companies in cross-functional teams (CFTs). However, forming CFTs is accompanied by various obstacles associated primarily with the fragmentation and inconsistency of ideas about their essence and management methods. The paper analyses the central avenues for studying CFTs and regulating their activities. Methodologically, the study rests on the principles of the managerial approach to team-building, as well as knowledge and knowledge-intensive capital management. The methods of expert (selective) systematic, terminological and comparative analysis were used. The information base includes 79 publications released in 2011–2021 and indexed in the Google Scholar and eLibrary scientific databases. The works under consideration focus on trends and management practice in the sphere of CFTs, analyze their essence and control methods applied by the team leaders. The present research forms the relevant systematized idea about the nature of CFTs and the specifics of their activities in the context of company management transformation. The performed terminological analysis allowed establishing the attributes inherent in cross-functional teams and the advantages of this type of teams when dealing with various challenges. As indicated by the findings, the level of cross-functionality affects the integration ability of team members and the choice of management tools. The research identifies situational and contextual variables that determine CFTs’ effectiveness: internal team environment, effective exchange of knowledge, clear team goals, shared vision, etc. The data obtained can be used to conduct further empirical study of CFTs’ management and activities.