Social interaction and innovative project performance

Abstract

Summary form only given. The effects of different frequencies, types, and patterns of social interaction on cross-functional integration and R&D project performance have been examined. Network analytic techniques were used to derive density and multiplexity measures from the work-related communication and friendship patterns as they occur across functional boundaries. These variables were then related to questionnaire measures of functional integration defined in terms of levels of coordination, responsiveness, information sharing, and conflict resolution among functional departments. Results based on a small initial data set show that a more centralized pattern of work-related communication between engineering project personnel and their counterparts in other functional departments is associated with more positive evaluations of the project from the members of those other functions.<>