Significant Attributes and Challenges Related to Cross-Functional Team Communications

Purpose The purpose of the research work is to investigate the importance of the communication in the cross-functional teams and in what which communicational tools provide better convenience of communication in cross-functional team members. Methodology An empirical study including the data collection from the interviews conducted from the participants working in cross-functional teams. Qualitative approach has been adopted to understand the communicational attributes in the cross-functional teams. For the analysis both deductive and abductive approach has been used. With the help of theoretical framework and empirical data, conclusions drown for better understanding of the concept. Findings The author has divided the search in two main segments, communicational effects on cross-functional team performance and effectiveness of particular communicational tools used by team members and team leaders. Empirical findings shows that without proper communication, cross-functional team are less tend to perform well to achieve set goals as well as face to face communications are more effective than other communicational tools.  Research limitations The research work is limited to Scandinavian countries. Organizational communicational structures are not studied due to time factor. Other limitation of this research work is effect of cultural differences on communication. Implications The research work provides deep understanding of the different communicational effects on cross-functional team performance. The choice of communicational tool and proportional importance for the team members will help managers while selecting the tools of communication with the team members. Originality / value During the literature studies, author determined that there is potential of research for the communicational tools used in cross-functional team communications. The social media is taking over the traditional communicational tools which provide value for findings. 

A Team-Oriented Investigation of ERP Post-Implementation Integration Projects: How Cross-Functional Collaboration Influences ERP Benefits

The benefits companies achieve by implementing an ERP system vary considerably. Many companies need to adapt their ERP integration solution in the post-implementation stage. But after the completion of such a usually very complex integration project, benefits do not emerge by all means. A misfit between the organization and the IS, especially the aspect of cross-functional team collaboration, could explain these divergences. Using an initial theoretical framework, we conducted a single case study to explore the team-oriented perceptions in a post-implementation ERP integration project. To analyze the benefits and the influences in greater depth we disentangled the integration benefits into their particular parts (process, system and information quality). Our findings show that post-implementation ERP integration changes are not always perceived as beneficiary by the involved teams and that cross-functional collaboration has an important influence.

Poikkitoiminnalliset tiimit ja niiden menestystekijät hankinnan

Organisaatiorajat ylittävät poikkitoiminnalliset tiimit ovat yleistyneet organisaatioissa, ja niitä käytetään muun muassa erilaisissa kehitystehtävissä ja päätöksentekoprosesseissa. Käytön lisääntymisen myötä tarve varmistaa tiimien tehtävässään onnistuminen ja menestyminen ovat korostuneet. Tämän tutkimuksen tavoitteena oli kartoittaa kohdeorganisaation hankinnan poikkitoiminnallisten tiimien menestystekijöitä ja mahdollisia kehityskohteita. Tutkimuksessa hyödynnettiin Edward McDonoughin esittelemää mallia poikkitoiminnallisten tiimien menestystekijöistä. Tutkimuksessa kartoitettiin McDonoughin mallin sisältämien elementtien toteutuminen kohdeorganisaation poikkitoiminnallisissa tiimeissä ja samalla tunnistettiin tekijöitä, joihin poikkitoiminnallisten tiimien johtamisessa kannattaa jatkossa panostaa ja kehitystoimenpiteitä kohdistaa. Aineisto kerättiin haastattelemalla kohdeorganisaatiossa poikkitoiminnalliseen tiimityöhön osallistuvia henkilöitä. Tässä tutkimuksen tuloksissa poikkitoiminnallisten tiimien menestystekijöinä korostuivat tiimin tehtävän määrittely ja selkeiden tavoitteiden asettaminen. Näihin menestystekijöihin panostamalla tiimin jäsenet sitoutetaan poikkitoiminnallisen tiimin toimintaan ja tehtävään. Selkeä tehtävä ja tavoitteellisuus auttavat myös jäseniä priorisoimaan tiimin työtä muun työn rinnalla. Tulosten perusteella tehtävän määrittelyssä ja sitouttamisessa korostui tiimin johtamisen ja tiiminvetäjän vastuullinen rooli. Osaava tiiminvetäjä voi toiminnallaan mahdollistaa poikkitoiminnallisen tiimin menestymisen. Tulosten perusteella kohdeorganisaatiossa kehityskohteiksi nousivat poikkitoiminnallisten tiimien tehtävänmäärittelyn selkeyttäminen ja tiimityöskentelyn osalta yhteisistä toimintatavoista ja pelisäännöistä sopiminen.

Conflict in cross-functional teams

The present study is a qualitative analysis of the tensions that occur in cross-functional teams (CFTs) and the way in which they can affect the teams' accomplishments. The research is focused on a single case, COHTTEC 2005, a program aimed at transforming new technologies into businesses that took place in Lisbon, Portugal, starting March 2005. In this program, participants were organized in cross-functional teams that included researchers and management students. Semi-structured interviews were made to a sample of 17 participants. These interviews were recorded and transcribed. A table was then elaborated based on the primary data provided by the subjects and these data were classified in different categories. A three-stage model of group dynamics is proposed. The major findings of this project point to the role of interpersonal relationships on group outcomes. More specifically, several patterns associated with team malfunction were uncovered, the clearest ones being autocratic decision-making and arrogant behavior from some team members, as well as escalation in relationship conflict. Implications from these results are discussed, both for future research and for practice.

Cross Country Team (1970-71)

From Left to Right: Terry Neal, Doug Bowers, Art Wiebe, Gord Merrill, Dave Viney

Cross Country Team (1981-82)

Back Row: Murray Mc Eachern, John Popham, Colin Harris, David Heyworth, George Nixon, Al Pedler (Coach) Front Row: Maggie Swan, Debbie Belair, Katharine Coy

University of Michigan Women's Cross Country Team, 1980

Back Row: Josie VonVoightlander, ?, Annette Penilo, Carol Lam, Sue Frederick, Dana Loesche, ass't. coach Mark Timmons

Front Row: Ann Brown, Ingrid Rader, Melanie Weaver, Lisa Larsen, Lynn Fudala, Dawn Woodruff.

University of Michigan Women's Cross Country Team, 1981

Back Row: Lena Kasper, Ingrid Rader, Lisa Larson, Dawn Woodruff, Julie Clifford, Ann Boyd, coach Francie Kraker Goodridge

Middle Row: Patty Shanahan, Dina Zarin, Martha Gray, Lynn Fudala, Melanie Weaver, Dana Loesche, Sara Montgomery

Front Row: Janet Fulkerson, Cindy Cooke, Judy Yuhn, Sue Frederick, Carol Lam, Jannette Schindler

University of Michigan Women's Cross Country Team, 1982

Back Row: Holly Hunting, Melanie Weaver, Lisa Larsen-Weidenbach, Judy Yuhn, coach Francie Kraker Goodridge

Front Row: Sue Schroeder, Carol Lam, Patty Shanahan, Sue Frederick-Foster

University of Michigan Women's Cross Country Team, 1983

Back Row: captain Judy Yuhn, Sue Schroeder, Jennifer Rioux, Kelli Burt, Cathy Schmidt, coach Francie Kraker-Goodridge

Front Row: Melissa Thompson, Patty Shanahan, Kim Bruce, Metsy Schneider, Carol Lam, Bonnie McDonald

University of Michigan Women's Cross Country Team, 1987

Back Row: Melanie Richards, Jodi Maastricht, Pam Barstow, Kathleen Kennedy, Andrea Barnes, Traci Babcock, Sarah Gray, coach Sue Frederick Foster

Front Row: Cheri Sly, Karen, Welke, Ava Udvadia, Jenny Sarri, Debbie Palmer, Jennifer McPeck, Mindy Rowand, Kim Klinke