Organizing innovation: complementarities between cross-functional teams
Love, James H. and Roper, Stephen. (2009) Organizing innovation: complementarities between cross-functional teams. Technovation, Vol.29 (No.3). pp. 192-203. ISSN 0166-4972Full text not available from this repository.
Official URL: http://dx.doi.org/10.1016/j.technovation.2008.07.0...
Cross-functional teams play a potentially important part in the innovation process enabling knowledge sharing, the development of trust and overcoming spatial and organizational barriers. Using a supermodularity approach, we focus on potential complementarities which may arise when cross-functional teams are used in different elements of the innovation process in UK and German manufacturing plants. Using optimal combinations of cross-functional teams in the innovation process increases innovation success in the UK by 29.5 per cent compared to 9.5 per cent in Germany. Patterns of complementarity are complex, however, but are more uniform in the UK than in Germany. The most uniform complementarities are between product design and development and production engineering, with little synergy evident between the more technical phases of the innovation process and the development of marketing strategy. In strategic terms, our results suggest the value of using cross-functional teams for the more technical elements of the innovation process but that the development of marketing strategy should remain the domain of specialists. (C) 2008 Elsevier Ltd. All rights reserved.
|Item Type:||Journal Article|
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|Divisions:||Faculty of Social Sciences > Warwick Business School > Centre for Small & Medium-Sized Enterprises
Faculty of Social Sciences > Warwick Business School > Entrepreneurship, Innovation & Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Technovation|
|Number of Pages:||12|
|Page Range:||pp. 192-203|
|Access rights to Published version:||Restricted or Subscription Access|
|Funder:||Economic and Social Research Council (Great Britain) (ESRC)|
|Grant number:||RES-000-22-0813 (ESRC)|
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