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Innovation at Large

Managing Multi-Organization, Multi-Team Projects


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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6 A Managers’ Perspective on Project Performance of Multi-Organization, Multi-Team Projects 113


. 113 6 A Managers’ Perspective on Project Performance of Multi-Organization, Multi-Team Projects 6.1 Introduction As described in the first chapter, in this research the relations of the conceptual model in Figure 1.2 are studied on two levels. In the previous chapters the direct and indirect influences on team performance were hypothesized and tested on a local level – the intrateam and extrateam relations. A general negative influence of the communication between teams on team performance was found. By investigating the following research sub-questions, this chapter will test whether similar influences can be found on a global level – the interteam relations and project performance: 1c) What is the influence of interteam problem-solving communication on project performance in MOMT projects? 2c) What is the influence of a systematic design approach on interteam problem-solving communication in MOMT projects? Thereby the third main research question can be answered: 3) Is there a difference in the studied relations between the local and global level of MOMT projects? Since the problem-solving activity should mainly take place within teams, similar to the discussion on the extrateam communication, here only the influence of the interteam communication need (1c) – i.e., how frequent all teams have to communicate based on their degree of task interdependence (2c) – on project performance is studied. As an exploratory starting point, there is an analysis to see whether support can be found for the findings of the extrateam relations of the previous chapter – the results of testing H4a, H4b, and H10 presented in Table 5.7 – studying...

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