In accordance with the propositions of other researchers (Gladstein 1984, p. 512, Guzzo & Shea 1992, McDonough 2000), the results of this study confirm the critical role of organizational context to support the use of cross-functional teams for new product development. CFTs are embedded in an organizational context, to which they strongly respond, interact with, and are dependent from. They require certain organizational infrastructures, work conditions and integration mechanisms in order to function well. Moreover, the effectiveness of these infrastructures appears to dependent of the particular stage of the innovation process. Cross-functionality alone does not guarantee successful innovation, as indicated by the nonsignificant or negative effects across the early and the late project stage (Model II, III).


Success Factor Team Performance Organizational Design Boundary Span Successful Innovation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 82.
    However, we attempted to reduce the possibility of information losses by only allowing for participation if the respective project had been completed within the last 12 months. In addition, in order to reduce biases due to respondent’s implicit theories, the question order was counterbalanced. In summary, a cross-sectional approach was considered beneficial because respondents were able to assess the stage-specific-intensities of the employed mechanisms and performance dimensions in a comparative manner. Cp. Olson et al. (2001) for another study that also measures dynamic aspects based on cross-sectional data.Google Scholar

Copyright information

© Betriebswirtschaftlicher Verlag Dr. Th. Gabler | GWV Fachverlage GmbH, Wiesbaden 2008

Personalised recommendations