Managing Multi-Organization, Multi-Team Projects
7 Conclusions 131
. 131 7 Conclusions In this research NPD projects comprised of many different teams with members from different organizations (i.e., multi-organization, multi-team ‘MOMT’ projects) that develop complex new products were studied. These projects are becoming increasingly common because of the increasing complexity in NPD, but still many of them fail. Therefore, the main research interest is the successful performance of the projects’ many different teams separately (team performance – the local level) and in collaboration (project performance – the global level). A central aspect is the problem-solving communication within and among teams because team members and teams have to communicate to exchange and combine their diverse expertise required for the successful joint development of a complex new product. This communication can be structured and facilitated by a systematic design approach. To study these relations – presented in the preliminary conceptual model in Figure 1.2 in Chapter 1 – the following three main research questions were investigated: 1) What is the influence of problem-solving communication within and between teams on team and project performance in MOMT projects? 2) What is the influence of a systematic design approach on problem- solving communication within and between teams in MOMT projects? 3) Is there a difference in the studied relations between the local and global level of MOMT projects? To answer these research questions, for the first two questions sub-questions for the local (intrateam and extrateam) as well as global (interteam) level needed to be answered. The relations to be studied are presented in the respective refined conceptual models...
You are not authenticated to view the full text of this chapter or article.
This site requires a subscription or purchase to access the full text of books or journals.
Do you have any questions? Contact us.Or login to access all content.