This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed

Abstract—Understanding the communication process in product development organizations has been recognized as a key element to improve product development performance. It is particularly interesting to study information exchanges in geographically distributed product development teams because of the highly interdependent nature of design organizations. Additionally, the use of electronic-based communication media has changed how development teams communicate. By studying the way product development teams use various communication media (face-to-face, telephone, and e-mail), we assess how the process of exchanging technical information is influenced by factors such as geographic dispersion, organizational bonds, and degree of team interdependence. We present a model that allows us to formulate several hypotheses about how these factors influence both communication frequency and media choice. We use empirical evidence from the telecommunications industry to test our hypotheses. We confirm previous results about the obstructive influence of distance on technical communication. However, we found that such negative effects may be mitigated by other factors such as the recognizing of highly interdependent team members, the existence of strong organizational bonds, and the use of electronic communication media. Index Terms—Electronic-based communication, geographically distributed product development, media use, organizational bonds, team interdependence, technical communication. I.

Well before the coming of the Internet, strong ties with friends and relatives stretched well beyond the neighborhood: the traditional domain of community. Phones, cars and planes allowed people to have contact over substantial distances. But the mere fact that ties stretched over long distances does not tell us the extent to which distance mattered for contact and support in pre-Internet days. Although scholars have mused about this question, they have not provided empirical evidence. This paper applies multi-level analysis to assess the extent contact and support declines with distance. It shows a marked drop in the frequency of face-to-face contact at about five miles. The frequency of contact continues to decrease steadily further away, with substantial declines happening at about 50 miles and 100 miles. Distance affects telephone contact somewhat differently, with a marked drop only happening at about 100 miles. Distance also has a significant impact on providing tangible support. As our data were gathered in 1978 in the Toronto area of East York, they allow comparisons with how relationships have changed in light of new forms of communication, such as the Internet and mobile phones.

While there has been much research on the study of global virtual teams and global software teams, there has been practically no research on the nuances of time separation. We present three converging perspectives on this topic: (a) a view from practices and tactics of global teams; (b) a theoretical view from coordination theories; and (c) a view from our prior research in which we modeled coordination costs for time-separated dyads. Practice suggests that time separation arises not only from time-zone differences but also from factors such as nonoverlapping weekend days and holidays, shifts, and different working schedules. It also suggests that teams employ various coping tactics when faced with time separation – synchronous, asynchronous, and education. Theory suggests that communication is necessary to coordinate and that effectiveness of communication is hampered, both in quality and timeliness, when teams are separated by time. Our model, based on coordination theory, suggests that coordination costs contain four main components – communication, clarification, delay, and rework – and that the various aspects of time-separated work have different effects on each of these components. Our convergent view from these three perspectives shows that distance separation is symmetric – i.e. distance (A,B) = distance (B,A) – while time separation is asymmetric, which affects the planning of team interactions; that the timing of activities matters in time-separated contexts but not in contexts with only distance separation; and that vulnerability costs (i.e. resolving misunderstandings and rework) increase with time separation. Copyright © 2004

The integration of marketing and R&D is a major concern for companies that want to improve their new product performance (NPP). In order to integrate, companies are using mechanisms such as physical proximity, cross-functional teams, and job rotation. This study examines the relative effectiveness of these mechanisms by developing a model that distinguishes between indirect effects of mechanisms on NPP (i.e., through a higher level of integration) and direct effects. The model is tested with data collected from 148 pharmaceutical companies. By simultaneously studying a broad range of integrating mechanisms, we found that housing marketing and R&D closer to each other and using an influential cross-functional phase review board are highly effective mechanisms to increase integration. Using information and communication technology (ICT) more intensively, having equal remuneration and career opportunities for marketing and R&D and using more cross functional teams are also effective in producing more integration, although to a somewhat lesser extent. The effectiveness of personnel movement and informal social group events is rather low. Interestingly, ICT appears to be a very effective tool for enhancing NPP. ICT not only fosters integration, but in addition it has an independent direct positive effect on NPP, possibly through knowledge creation within marketing and R&D. We also found a direct effect on NPP of another mechanism: cross functional phase review boards. However, for this mechanism the direct effect is negative. So, notwithstanding its strong positive effect on integration, a price is paid in terms of NPP. This may be related to the amount of formalization and complexity accompanying this mechanism.

Abstract—The performance of a cross-functional team depends on the skillful and innovative combination of information and expertise from all team members. Communication is the medium through which team members share the information required for successful amalgamation. In this work, we postulate that both high and low levels of team communication can impede team performance, thus leading to a curvilinear relationship between team performance and team communication. To test this hypothesis, the relationships between face-to-face, e-mail, and telephone communication and team performance were examined for 60 cross-functional project teams. E-mail and face-to-face communication were curvilinearly associated with performance, but telephone communication was not. Further analysis of the communication frequency between colocations showed that e-mail is the only medium for which usage increased with distance. Index Terms—Cross-functional teams, e-mail, team communication, team performance. I.

This paper presents a set of relationships that have the potential to reconcile the dispute between the knowledge-based view of the firm (KBV) and transaction cost economics (TCE). Several KBV scholars have argued that governance choice need rely only on bounded rationality and not on opportunism where TCE scholars maintain that both behavioral assumptions are needed to explain governance choice. We help to resolve part of the debate by developing an extension of TCE to encompass certain knowledge-based attributes of transactions. We argue that high-levels of two knowledge transfer attributes—knowledge tacitness or problem solving complexity—lead to the adoption of the knowledge management practices—high-bandwidth channels or idiosyncratic communication codes—to economize on the cognitive limitations of man. It is these knowledge management practices that generate contracting hazards for which TCE, and its attendant concern about opportunism, predicts equity-based collaborations are superior to non-equity based collaborations. The linkages between knowledge transfer attributes, knowledge management practices, and governance choice are not only fills a gap between and TCE but also provide value by providing implications for managers not readily apparent from either theory alone.

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Geographically dispersed teams whose members do not allocate all of their time to a single team increasingly carry out knowledge-intensive work in multinational organizations. Taking an attention-based view of team design, we investigate the antecedents and consequences of member time allocation in a multi-level study of 2055 members of 285 teams in a large global corporation, using member survey data and independent executive ratings of team performance. We focus on two distinct dimensions of time allocation: the proportion of members ’ time that is allocated to the focal team and the number of other teams to which the members allocate time concurrently. At the individual level, we find that time allocation is influenced by members ’ levels of experience, rank, education, and leader role on the team, as predicted. At the team level, performance is higher for teams whose members allocate a greater proportion of their time to the focal team, but surprisingly, performance is also higher for teams whose members allocate time to a greater number of other teams concurrently. Furthermore, the effects of member time allocation on team performance are contingent on geographic dispersion: the advantages of allocating more time to the focal team are greater for more dispersed teams, whereas the advantages of allocating time to more other teams are greater for less dispersed teams. We discuss the implications for future research on new forms of teams as well as managerial practice, including how to manage geographically dispersed teams with the effects of member time allocation in mind. Copyright # 2011 John Wiley & Sons, Ltd.