团队合作
功能多样性
杠杆(统计)
功能集成
知识管理
职能组织
团队构成
功能群
心理学
计算机科学
管理
人工智能
生物
数学
数学分析
积分方程
经济
神经科学
有机化学
化学
聚合物
生态学
作者
Lindsay Larson,Alexandra M. Harris,Dorothy R. Carter,Raquel Asencio,Leslie A. DeChurch,Ruth Kanfer,Stephen J. Zaccaro
出处
期刊:Academy of Management discoveries
[Academy of Management]
日期:2023-09-01
卷期号:9 (3): 320-338
被引量:1
标识
DOI:10.5465/amd.2020.0238
摘要
Organizations often leverage cross-functional teams to create innovative solutions and products, yet collaboration across functional boundaries is inherently challenging. Research on small teams largely suggests that, to facilitate team creative outcomes, subgroups should integrate across functional boundaries by increasing communication. In contrast, research on larger cross-functional teams (e.g., multiteam systems) suggests that too much communication across knowledge domains can worsen team outcomes. Using a quasi-experimental design, we investigate the influence of these two different team structures on cross-functional team communication and subsequent innovation outcomes. Contrary to the prevailing recommendation for an integrated team structure in small teams, results illustrate that integrating teams, and the resultant extensive cross-functional communication, does not enhance team innovation outcomes. Rather, teams with greater functional subgroup differentiation, though exhibiting relatively less cross-functional communication, exhibit greater cross-functional synthesis. These results suggest important implications for managers of cross-functional knowledge integration work as well as the future study of cross-functional teamwork of all sizes.
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