Cross-cutting organizational and demographic divides and the performance of research and development teams: two wrongs can make a right

被引：15

作者：

Iseke, Anja ^{[1
]}

Kocks, Birgit ^{[1
]}

Schneider, Martin R. ^{[1
]}

Schulze-Bentrop, Conrad ^{[1
]}

机构：

[1] Univ Paderborn, Fac Business Adm, D-33098 Paderborn, Germany

来源：

R & D MANAGEMENT | 2015年 / 45卷 / 01期

关键词：

DEEP-LEVEL DIVERSITY; OPEN INNOVATION; INTRAGROUP CONFLICT; NETWORK STRUCTURE; SOCIAL NETWORKS; FAULTLINES; WORK; KNOWLEDGE; MODEL; LEADERSHIP;

D O I：

10.1111/radm.12049

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

In interorganizational research and development (R&D) teams, diverse skills and insights may be combined productively, but the team members' differing organizational backgrounds may also inhibit team performance. In this paper, it is argued that interorganizational R&D teams are more likely to perform with a certain demographic composition. In particular, the problems of an organizational divide can be overcome by a second, demographic divide that cuts across organizational boundaries. With a cross-cutting demographic divide - or faultline - interorganizational R&D teams may perform; without it, they tend to perform poorly. Supportive evidence is provided in a fuzzy-set qualitative comparative analysis on 51 projects conducted in a single R&D partnership. As this implies, interorganizational R&D teams should deliberately be composed to show a cross-cutting demographic divide.

引用

页码：23 / 40

页数：18