Knowledge sharing in cross‐functional teams: a coopetitive model Superordinate identity in cross-functional product development teams: Its antecedents and effect on new product performanceĬorporate entrepreneurship and cross-functional fertilization: Activation, process and disintegration of a new product design teamĬross‐functional team effectiveness: An examination of internal team environment, shared leadership, and cohesion influences Perspective: cross-functional teams: good concept, poor implementation!Įffects of team gender and racial composition on perceptions of team performance in cross-functional teamsĮxamining a curvilinear relationship between communication frequency and team performance in cross-functional project teams The riddle of heterarchy: Power transitions in cross-functional teamsĬritical success factors for cross‐functional teamwork in new product developmentįunctional background identity, diversity, and individual performance in cross-functional teams Leadership and trust facilitating cross‐functional team success Transcending knowledge differences in cross-functional teams Investigation of factors contributing to the success of cross‐functional teamsĬross-functional teams: Working with allies, enemies, and other strangersĬross-functional integration and new product success: an empirical investigation of the findings Project team communication and cross‐functional cooperation in new program developmentįrom chimneys to cross-functional teams: Developing and validating a diagnostic model #Ĭross-functional product development teams, creativity, and the innovativeness of new consumer products

The purpose of presenting their key takeaways in the manner below is to give you a snapshot of the many factors that have been shown to contribute to the innovation, cohesion, and overall success of cross-functional teams, and to provide you with a repository of further reading. It’s interesting to note the diversity of major findings within these reputable, widely-cited research papers. This is followed by a brief summary of each paper, or key, high-level excerpt(s) from the discussion. The following table provides a snapshot of the chosen research. There was a small amount of discretion for papers near the threshold based on their fit with new product development.

There may be some papers that received at or near this number of citations that weren’t included, and there is one included that is below 150 citations. The method used to find relevant, leading research was finding papers with the term “cross-functional team” on Google Scholar, and taking those that had received around 150 citations from the first ten pages. One of the best ways to achieve this is to review the research. It’s easy to pursue concepts like this because of their pervasiveness and general acceptance-but it’s also important to step back and understand them from first principles.

Cross-functional teams are core to how many organise themselves, or an aspiration for how many want to organise better. Cross-functional teams are a common theme throughout every organisation building tech products.

Cross functional team