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首页> 外文期刊>Journal of product innovation management >Reputational Effectiveness in Cross-Functional Working Relationships
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Reputational Effectiveness in Cross-Functional Working Relationships

机译：跨职能工作关系中的声誉效力

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The work of innovation management involves cross-functional coordination among specialists and managers with different work orientations, time horizons, professional backgrounds, and values (Ford and Randolph, 1992). While strong connections across functions are critical for new product development success (Green et al., 2000), some managers may be more adept at fostering effective cross-functional relationships than others. In this article, the authors empirically examine the factors that distinguish reputationally effective innovation workers from their less effective peers. Drawing on the work of Tsui (1984, 1994), reputational effectiveness is defined as the degree to which a manager has been responsive to the needs and expectations of constituents. This research examines the relational skills and interaction patterns of more (versus less) reputationally effective managers. A large business unit of a Fortune 500 telecommunications firm provided the context for our study. Using a two-phase approach, the authors first captured the social network patterns of 268 managers from marketing, research and development (R&D), manufacturing, and other business functions that were involved in the new product development process. In addition, the reputational effectiveness of each person who was identified as a member of the network was measured. In the second phase, the authors examined the relational competencies (e.g., role-taking ability, interpersonal control, openness) of the managers who participated in Phase I of the research. As predicted, the results indicate that role-taking ability is related positively to a manager's reputational effectiveness. No support, however, was found for the relationship between interpersonal control and reputational effectiveness. Interestingly, the authors found evidence of an inverse relationship between openness and effectiveness. By sharing too much information-or alternatively information that does not relate to the task at hand-the reputational effectiveness of a manager is damaged. Importantly, the results reveal that the social network characteristics of a reputationally effective manager differ from those of less effective managers. Closeness centrality, a measure of the degree of access one has to other organizational members, was associated strongly with reputational effectiveness. The results demonstrate that managers who are successful in working across functions appreciate the cognitive and emotional perspectives of diverse constituents and develop relationship ties that provide them with ready access to others across the organization.
机译：创新管理的工作涉及具有不同工作方向，时间范围，专业背景和价值观的专家和经理之间的跨职能协调（Ford和Randolph，1992）。尽管功能之间的紧密联系对于新产品开发的成功至关重要（Green等，2000），但有些经理可能比其他经理更擅长于建立有效的跨职能关系。在本文中，作者根据经验研究了将声誉卓著的创新工作者与效率低下的同行区分开的因素。利用Tsui（1984，1994）的工作，声誉有效性被定义为经理对选民的需求和期望做出反应的程度。这项研究考察了（而不是更少）声誉卓著的经理的关系技能和互动模式。一家财富500强电信公司的大型业务部门为我们的研究提供了背景。使用两阶段方法，作者首先从市场，研究与开发（R＆D），制造以及其他与新产品开发过程有关的业务职能中捕获了268位经理的社交网络模式。此外，还对被确定为网络成员的每个人的声誉效力进行了衡量。在第二阶段中，作者检查了参与研究第一阶段的管理人员的关系能力（例如，角色扮演能力，人际关系控制，开放性）。如预期的那样，结果表明，承担角色的能力与经理的声誉有效性正相关。但是，没有发现对人际关系控制和声誉有效性之间关系的支持。有趣的是，作者发现开放性和有效性之间存在反比关系的证据。通过共享过多的信息，或者共享太多与当前任务无关的信息，会损害经理的声誉。重要的是，结果表明，声誉卓著的经理人的社交网络特征与绩效较差的经理人的社交网络特征不同。紧密度中心度是衡量一个组织与其他组织成员之间接触程度的一种度量，与声誉有效性密切相关。结果表明，在跨职能工作中取得成功的管理人员欣赏不同组成部分的认知和情感观点，并发展了关系纽带，使他们可以随时与组织中的其他人员进行联系。

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