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Innovation at Large

Managing Multi-Organization, Multi-Team Projects

Series:

Johanna Schönrok

Due to increasing complexity in new product development multi-organization, multi-team (MOMT) projects are becoming more common. They are formed in different industries like computer, automotive, aircraft, and space research. Since many of these projects still fail, more knowledge on the influences on performance in and of such projects is required in order to be able to manage them successfully. The author examines the influences of communication within and between teams on team and project performance, which in turn depends on applied design principles that structure and facilitate that information flow. Quantitative and qualitative analyses reveal that there are differential relations on the team and project level as well as for effectiveness and efficiency. Managerial implications are given of how to structure MOMT projects and the design problem-solving process and thereby facilitate the information flow within and between teams in order to make the teams and projects successful.

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List of Tables ix

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ix List of Tables Table 2.1 Hypotheses of the influence of extrateam and intrateam problem-solving communication on team effectiveness and team efficiency in MOMT projects .......................................................... 36 Table 3.1 Hypotheses on the influence of systematic design principles on the intrateam and extrateam problem-solving communication need in MOMT projects .................................................................. 53 Table 4.1 Data-collection process ................................................................... 58 Table 4.2 Descriptive statistics ........................................................................ 79 Table 5.1 Results of problem-solving communication and team effective- ness (Hypotheses 1a through 4a) ..................................................... 86 Table 5.2 Results of problem-solving communication and team efficiency (Hypotheses 1b through 4b) ............................................................ 93 Table 5.3 Results of systematic design approach and intrateam problem- solving communication frequency (Hypotheses 5 and 7) ............... 99 Table 5.4 Results of systematic design approach and intrateam team leader role (Hypotheses 6 and 8).............................................................. 103 Table 5.5 Results of systematic design approach and intrateam task dis- agreement (Hypothesis 9).............................................................. 107 Table 5.6 Results of systematic design approach and extrateam problem- solving communication frequency (Hypothesis 10) ...................... 109 Table 5.7 Summary of empirical results........................................................ 111 Table 6.1 Perceived performance of MOMT projects................................... 117 .

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