Boosting the confidence of new product development teams: The role of team boundary spanning, team size and functional diversity

IF 3.7 3区管理学 Q2 MANAGEMENT Creativity and Innovation Management Pub Date : 2022-11-07 DOI:10.1111/caim.12532

Pilar Carbonell, Ana I. Rodriguez Escudero

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引用次数: 2

Abstract

In today's highly interconnected, uncertain and dynamic business environment, team boundary spanning has become an important determinant of the performance of new product development (NPD) projects. Despite the positive evidence supporting the use of boundary spanning activities by NPD teams, little is still known about how boundary spanning teams become high-performance teams. The current study advances research on this subject by examining the mediating effect of team potency on the relationship between team boundary spanning and new product performance, as well as the moderating effects of team size and functional diversity on the relationship between team boundary spanning and team potency. Data from a time-lagged survey study of 140 NPD projects found that team boundary spanning can promote team potency that, in turn, results in greater new product quality and new product creativity. The positive effect of team boundary spanning on team potency was found to be more pronounced for NPD teams of medium size and high levels of functional diversity.

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增强新产品开发团队的信心：团队边界跨越、团队规模和功能多样性的作用

在当今高度互联、不确定和动态的商业环境中，团队边界跨越已成为新产品开发(NPD)项目绩效的重要决定因素。尽管有积极的证据支持NPD团队使用边界跨越活动，但关于边界跨越团队如何成为高性能团队，我们知之甚少。本研究通过考察团队效能对团队边界跨越与新产品绩效关系的中介作用，以及团队规模和职能多样性对团队边界跨越与团队效能关系的调节作用，进一步推进了这一课题的研究。一项针对140个NPD项目的时间滞后调查研究发现，团队边界跨越可以提升团队效力，从而提高新产品质量和新产品创造力。团队边界跨越对团队效能的正向影响在中等规模、功能多样性水平较高的新产品开发团队中更为显著。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.