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首页> 外文期刊>Organization science >Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study
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Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

机译：多团队研发项目中的团队间协调，项目承诺和团队合作：一项纵向研究

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摘要

Organizations increasingly set up multiteam projects for the development of highly complex products. While team research has emphasized the importance of team-internal processes for smaller scale projects, we know little about collaborative processes (especially between teams) in such large-scale projects. This study utilizes a multi-informant longitudinal research design on a product development project (39 teams, 36 months) in the European automotive industry investigating collaboration between and within teams. The results of the study demonstrate that interteam coordination, project commitment, and teamwork quality as rated by the team members at Time 1 (Month 12; end of concept phase) are significantly correlated to project managers' ratings of overall team performance at Time 3 (Month 36; end of project). The process variables measured at Time 2 (Month 24; end of design phase) display generally weaker correlations with team performance at Time 3. Multiple regression analyses further detail the effects of collaborative processes within and between teams on different measures of team performance (i.e., overall performance, quality, budget, schedule). The results show that collaborative processes during the project have predictive properties in regard to later team performance and can serve as early warning indicators. Furthermore, the results of this study provide support for our hypotheses predicting positive relationships between interteam coordination, project commitment, and teamwork quality. Theoretical and practical implications of this study are discussed.
机译：组织越来越多地建立多团队项目来开发高度复杂的产品。尽管团队研究强调了较小规模项目中团队内部流程的重要性，但对于此类大型项目中的协作流程（尤其是团队之间的协作流程），我们知之甚少。这项研究在欧洲汽车行业的一个产品开发项目（39个团队，为期36个月）中利用多信息纵向研究设计，以调查团队之间和团队内部的协作。研究结果表明，团队成员在时间1（第12个月；概念阶段结束）所评估的团队间协调，项目承诺和团队合作质量与项目经理在时间3的总体团队绩效的评分显着相关（第36个月；项目结束）。在时间2（第24个月；设计阶段结束）测量的过程变量通常显示与时间3的团队绩效之间的相关性较弱。多元回归分析进一步详细说明了团队内部和团队之间的协作过程对团队绩效的不同度量（即，整体效果，质量，预算，进度）。结果表明，项目过程中的协作过程具有有关团队后期绩效的预测属性，可以用作预警指标。此外，这项研究的结果为我们的假设提供了支持，这些假设预测团队之间的协调，项目承诺和团队合作质量之间的正相关关系。讨论了这项研究的理论和实践意义。

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