TY - JOUR
T1 - Product Development Team Stability and New Product Advantage: The Role of Decision-Making Processes
AU - Slotegraaf, Rebecca J.
AU - Atuahene-Gima, Kwaku
PY - 2011
Y1 - 2011
N2 - Innovation scholars have long touted the value of cross-functional teams, and though firms have embraced a cross-functional design in their new product development (NPD) teams, these teams continue to face challenges. Stability in an NPD team may offer important advantages for decision making; however, its effectiveness as a structural coordination mechanism remains largely unexplored. Therefore, to offer insight into the value of NPD team stability, the authors develop a process-based model that examines the extent to which stability influences certain decision-making processes, which in turn influence new product advantage. They examine these relationships with a sample of cross-functional NPD project teams from 208 high-technology firms. The results reveal that the degree of stability in an NPD project team has a curvilinear relationship to team-level debate and decision-making comprehensiveness. In turn, whereas debate is positively related to decision comprehensiveness, decision comprehensiveness is positively related to new product advantage only at high levels. These curvilinear patterns shed light on anecdotal evidence that currently attributes success to both stable and unstable project teams.
AB - Innovation scholars have long touted the value of cross-functional teams, and though firms have embraced a cross-functional design in their new product development (NPD) teams, these teams continue to face challenges. Stability in an NPD team may offer important advantages for decision making; however, its effectiveness as a structural coordination mechanism remains largely unexplored. Therefore, to offer insight into the value of NPD team stability, the authors develop a process-based model that examines the extent to which stability influences certain decision-making processes, which in turn influence new product advantage. They examine these relationships with a sample of cross-functional NPD project teams from 208 high-technology firms. The results reveal that the degree of stability in an NPD project team has a curvilinear relationship to team-level debate and decision-making comprehensiveness. In turn, whereas debate is positively related to decision comprehensiveness, decision comprehensiveness is positively related to new product advantage only at high levels. These curvilinear patterns shed light on anecdotal evidence that currently attributes success to both stable and unstable project teams.
KW - CENTRIPETAL FORCES
KW - COGNITIVE DIVERSITY
KW - COMPREHENSIVENESS
KW - FUTURE-DIRECTIONS
KW - HIGH-VELOCITY ENVIRONMENTS
KW - KNOWLEDGE CREATION
KW - PERFORMANCE
KW - STRUCTURAL EQUATION MODELS
KW - TOP MANAGEMENT TEAMS
KW - TRANSACTIVE MEMORY-SYSTEMS
KW - decision making
KW - new product development
KW - stability
KW - teams
KW - CENTRIPETAL FORCES
KW - COGNITIVE DIVERSITY
KW - COMPREHENSIVENESS
KW - FUTURE-DIRECTIONS
KW - HIGH-VELOCITY ENVIRONMENTS
KW - KNOWLEDGE CREATION
KW - PERFORMANCE
KW - STRUCTURAL EQUATION MODELS
KW - TOP MANAGEMENT TEAMS
KW - TRANSACTIVE MEMORY-SYSTEMS
KW - decision making
KW - new product development
KW - stability
KW - teams
UR - https://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=ceibs_wosapi&SrcAuth=WosAPI&KeyUT=WOS:000286364500007&DestLinkType=FullRecord&DestApp=WOS
U2 - 10.1509/jmkg.75.1.96
DO - 10.1509/jmkg.75.1.96
M3 - Journal
SN - 0022-2429
VL - 75
SP - 96
EP - 108
JO - Journal of Marketing
JF - Journal of Marketing
IS - 1
ER -