The Experts below are selected from a list of 4197 Experts worldwide ranked by ideXlab platform
Paul Hyland - One of the best experts on this subject based on the ideXlab platform.
-
The role of Cross-Functional Teams on the alignment between technology innovation effectiveness and operational effectiveness
International Journal of Technology Management, 2011Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Claudine Soosay, Paul HylandAbstract:Organisations are increasingly investing in complex technological innovations, such as enterprise information systems, with the aim of improving the operation of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness, or the resulting operational effectiveness. Focusing on either one of them is detrimental to long-term performance. Cross-Functional Teams have been used by many organisations as a way of involving expertise from different Functional areas in the implementation of technologies. The role of boundary spanning actors is discussed as they bring a common language to the Cross-Functional Teams.\ud \ud Multiple regression analysis has been used to identify the structural relationships and provide an explanation for the influence of Cross-Functional Teams, technology innovation effectiveness and operational effectiveness in the continuous improvement of operational performance. The findings indicate that Cross Functional Teams have an indirect influence on continuous improvement of operational performance through the alignment between technology innovation effectiveness and operational effectiveness
-
contribution of Cross Functional Teams to the improvement in operational performance
Team Performance Management, 2010Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Paul HylandAbstract:Purpose – The purpose of this paper is to explore the role of Cross‐Functional Teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of Cross‐Functional Teams to improvement in operational performance.Design/methodology/approach – The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of Cross‐Functional Teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance.Findings – Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness...
-
Contribution of Cross-Functional Teams to the improvement in operational performance
2010Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Paul HylandAbstract:Purpose: The purpose of this paper is to explore the role of Cross-Functional Teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of Cross-Functional Teams to improvement in operational performance. ---------- Design/methodology/approach: The research uses a combination of qualitative and quantitative methods, in a two-stage methodological approach, to investigate the influence of Cross-Functional Teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance. ---------- Findings: Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of Cross-Functional Teams to the improvement in operational performance. ---------- Research limitations/implications: The principal limitation of this study is its small sample size. ---------- Practical implications: Cross-Functional Teams have been used by many organisations as a way of involving expertise from different Functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of Cross-Functional Teams, will assist organisations to properly utilise Cross-Functional Teams with the aim of improving operational performance. ---------- Originality/value: The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.
Ricardo Santa - One of the best experts on this subject based on the ideXlab platform.
-
The role of Cross-Functional Teams on the alignment between technology innovation effectiveness and operational effectiveness
International Journal of Technology Management, 2011Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Claudine Soosay, Paul HylandAbstract:Organisations are increasingly investing in complex technological innovations, such as enterprise information systems, with the aim of improving the operation of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness, or the resulting operational effectiveness. Focusing on either one of them is detrimental to long-term performance. Cross-Functional Teams have been used by many organisations as a way of involving expertise from different Functional areas in the implementation of technologies. The role of boundary spanning actors is discussed as they bring a common language to the Cross-Functional Teams.\ud \ud Multiple regression analysis has been used to identify the structural relationships and provide an explanation for the influence of Cross-Functional Teams, technology innovation effectiveness and operational effectiveness in the continuous improvement of operational performance. The findings indicate that Cross Functional Teams have an indirect influence on continuous improvement of operational performance through the alignment between technology innovation effectiveness and operational effectiveness
-
contribution of Cross Functional Teams to the improvement in operational performance
Team Performance Management, 2010Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Paul HylandAbstract:Purpose – The purpose of this paper is to explore the role of Cross‐Functional Teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of Cross‐Functional Teams to improvement in operational performance.Design/methodology/approach – The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of Cross‐Functional Teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance.Findings – Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness...
-
Contribution of Cross-Functional Teams to the improvement in operational performance
2010Co-Authors: Ricardo Santa, Mario Ferrer, Philip W. Bretherton, Paul HylandAbstract:Purpose: The purpose of this paper is to explore the role of Cross-Functional Teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of Cross-Functional Teams to improvement in operational performance. ---------- Design/methodology/approach: The research uses a combination of qualitative and quantitative methods, in a two-stage methodological approach, to investigate the influence of Cross-Functional Teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance. ---------- Findings: Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of Cross-Functional Teams to the improvement in operational performance. ---------- Research limitations/implications: The principal limitation of this study is its small sample size. ---------- Practical implications: Cross-Functional Teams have been used by many organisations as a way of involving expertise from different Functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of Cross-Functional Teams, will assist organisations to properly utilise Cross-Functional Teams with the aim of improving operational performance. ---------- Originality/value: The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.
Godbless Akaighe - One of the best experts on this subject based on the ideXlab platform.
-
dynamics of decision making in Cross Functional Teams
Social Science Research Network, 2018Co-Authors: Yetunde Anibaba, Godbless AkaigheAbstract:Group decision making is often associated with better qualitative decisions and outcomes than decisions made by individuals alone. The dynamics of the group decision-making process, as opposed to the consequences of such decisions, have received limited research attention. While there is considerable evidence to support that Cross-Functional team decision making facilitates easy implementation of decisions, and higher participation in decision making, the intricacies involved in the decision-making process remain underexplored. The paper aims to understand how different factors drive the behavior of the team members in the decision-making process in Cross-Functional Teams and how decisions are reached in such Teams. Under simulation conditions, we observed decision-making sessions involving six groups of six managers each, representing six different functions in a hypothetical organization. We find that the behavior of team leaders, the presence of `dominant’ team members and the self-interest of team members, drove the process and defined the final output.
Zhijian Cui - One of the best experts on this subject based on the ideXlab platform.
-
decision making in Cross Functional Teams the role of decision power
Decision Sciences, 2016Co-Authors: Zhijian CuiAbstract:Through a series of game-theoretical models, this study systematically examines decision making in Cross-Functional Teams. It provides a framework for the design of an organization-specific decision-making process and for the alignment of a team's microdecision with the “optimal” decision that maximizes the firm's payoff. This study finds that even without changing the team leader, firms could change and even dictate the team's microdecision outcome via adjusting the team member's seniority, empowering team members with veto power or involving a supervisor as a threat to overrule the team decision. This finding implies that to reposition products in the marketplace, structuring Cross-Functional Teams’ microdecision-making processes is essential.
Márcio Lopes Pimenta - One of the best experts on this subject based on the ideXlab platform.
-
Innovation and Cross-Functional Teams: Analysis of innovative initiatives in a Brazilian public organization
Team Performance Management: An International Journal, 2018Co-Authors: Daniel Marasquini Stipp, Márcio Lopes Pimenta, Daniel JugendAbstract:Purpose The aim of this paper is to characterize how innovation may happen through Cross-Functional Teams (CFT) in an organization of the public sector. Design/methodology/approach A case study helped to characterize several behavior patterns, team structures and respective links with generating innovation in internal processes and public answering contexts. Findings The results highlight that formal-temporary Teams present a higher capacity to generate incremental innovation in products, whereas permanent-informal Teams have a higher capacity to generate innovation in the internal processes and public answering contexts. Research limitations/implications The limitations of this research relate to the fact that this is a single case study, and although it is an important case to examine innovation and CFTs, by its very nature, it is not possible to extend and generalize the obtained data to other organizations. The evaluation of its propositions was merely qualitative, and future research is needed to validate its characteristics. Practical implications Several settings of CFTs are presented, as well as their ability to generate different types of innovation, such as the computerization of documents, petitions and papers, which decreases the time to answer the taxpayer. Moreover, CFTs can help to create products, such as computer programs that can be used not only locally but also in several public organizations related to tax management. Originality/value The field research provides the perceptions of the respondents regarding CFT characteristics that can lead to specific types of innovation, as well as the types of products or services that can be generated by these processes.
-
Integration through Cross-Functional Teams in a service company
European Business Review, 2016Co-Authors: Eider Arantes De Oliveira, Márcio Lopes Pimenta, Per Hilletofth, David ErikssonAbstract:Purpose: The purpose of this paper is to characterize the internal dynamics of Cross-Functional Teams (CFTs) in different organizational processes in a service company.Design/methodology/approach: ...
-
Characterizing Cross-Functional Teams in Service Companies: A Case Study from Telecom Industry
2015Co-Authors: Eider Arantes De Oliveira, Márcio Lopes Pimenta, Per HilletofthAbstract:The concept of Cross-Functional integration is based on the synchronization between different functions to meet organizational goals. One of the main elements identified in the literature within this theme is the Cross-Functional team (CFT), which is a group composed by members with different Functional knowledge and experiences, from different parts of the organization, and under a leadership to accomplish a specific task. The objective of this paper is to characterize the internal dynamics of CFTs in different processes, such as: strategy development, product development, portfolio management, sales channels management, and business evaluation. Through a literature review, four basic dimensions were identified: Team’s Constitution; Task Drivers; Behaviors and Attitudes; Environmental Factors. A case study in a Brazilian service company was conducted in order to analyze these four dimensions in several Teams. In-depth interviews, observation and documentary research were used for data collection. The results point out the necessity to invest time and attention in the constitution of the CFT, in order to select the appropriate functions it should be composed of, based on performance expectations. When the constitution of the team is characterized by a massive presence of senior members, positive impacts can be generated, such as: collaboration and team cohesion. This helps to reach team’s internal goals without frequent help from top management. This paper also presents implications related to the four studied dimensions, indicating ways to mitigate risks of failures and to avoid conflict within Teams, and by that obtaining a superior performance.
-
Developing and Managing Cross-Functional Teams: A Multi-Case Study of Brazilian Manufacturing Companies
Journal of technology management & innovation, 2014Co-Authors: Márcio Lopes Pimenta, Andrea Lago Da Silva, Wendy L. TateAbstract:The growth of industries and the strong economic base in Brazil require improvements and adaptations in business processes. Cross-Functional Teams (CFT) may help to companies achieve these improvements. This research looks at characterizing CFT according to application processes, structures, objectives and impacts, considering the context of demand planning and related processes. In-depth interviews with 22 managers were performed in three Brazilian manufacturing companies. A framework to characterize CFT and respective impacts is proposed, including elements such as: procedures, context and goals, power distribution, impacts on Cross-Functional integration, impacts on Teams' performance and on organization's performance. One significant managerial finding is that effective and efficient CFTs need balanced distribution of power among members by effectively establishing and structuring the team. By doing this, managers may observe positive impacts on inter-Functional integration and in firm's results. Moreover, Teams should permanently perform joint planning to predict unfavorable situations, improve communication and mutual understanding.