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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 Figures xi

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xi List of Figures Figure 1.1 Examples of MOMT projects in different fields ............................... 3 Figure 1.2 Preliminary conceptual model........................................................... 8 Figure 1.3 Intrateam, extrateam and interteam problem-solving communi- cation ................................................................................................. 9 Figure 1.4 Outline of study............................................................................... 11 Figure 2.1 Team leader role: team manager versus chief engineer.................... 17 Figure 3.1 Refined conceptual model for team performance (local-level rela- tions)................................................................................................ 54 Figure 6.1 Network of weekly interteam problem-solving communication of Project A (left) versus Project B (right) .................................... 119 Figure 6.2 Design structure matrix (adopted from Oosterman, 2001: 54)...... 125 Figure 6.3 Network of at least weekly interteam problem-solving commu- nication frequency within and among sub-systems in Project A... 127 Figure 6.4 Network of at least weekly interteam problem-solving communi- cation frequency within and among sub-systems in Project B ...... 127 Figure 6.5 Refined conceptual model for project performance (global-level relations) ........................................................................................ 129 Figure 7.1 Research results of global-level and local-level influences in MOMT projects ............................................................................. 132 .

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