Maximizing cross-functional new product teams' innovativeness and constraint adherence: A conflict communications perspective

被引：538
|
作者：
Lovelace, K [1 ]
Shapiro, DL
Weingart, LR
机构：
[1] Univ N Carolina, Greensboro, NC 27412 USA
[2] Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA
[3] Carnegie Mellon Univ, Grad Sch Ind Adm, Pittsburgh, PA 15213 USA
来源：
ACADEMY OF MANAGEMENT JOURNAL | 2001年 / 44卷 / 04期
关键词：
D O I：
10.5465/3069415
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Increasing competition resulting from the global and technological nature of markets has heightened the need for businesses to rely on cross-functional new product teams to produce innovations in a timely manner; yet functionally diverse teams' inevitable disagreements often appear to prevent this. In a study of 43 such teams, we found that the effect of task disagreement on team outcomes depended on how free members felt to express task-related doubts and how collaboratively or contentiously these doubts were expressed. Implications for managing the journey from disagreement to agreement in cross-functional new product teams are discussed.
引用
收藏
页码：779 / 793
页数：15
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