The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of Cross‐Functional New Product Development Teams

The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of... This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high‐tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Moreover, a democratic leadership style, initiation of goal structure by the team leader, and his or her position within the organization were positively related to team learning. Managerial implications of these results are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Decision Sciences Wiley

The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of Cross‐Functional New Product Development Teams

Decision Sciences, Volume 34 (4) – Nov 1, 2003

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Publisher
Wiley
Copyright
Copyright © 2003 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0011-7315
eISSN
1540-5915
DOI
10.1111/j.1540-5414.2003.02350.x
Publisher site
See Article on Publisher Site

Abstract

This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high‐tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Moreover, a democratic leadership style, initiation of goal structure by the team leader, and his or her position within the organization were positively related to team learning. Managerial implications of these results are discussed.

Journal

Decision SciencesWiley

Published: Nov 1, 2003

Keywords: ; ; ; ;

References

  • Product innovativeness and entry strategy: Impact on cycle time and break‐even time
    Ali, A.; Krapfel, R.; LaBahn, D.
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    Ancona, D. G.; Caldwell, D.
  • Knowledge transfer: A basis for competitive advantage for firms
    Argote, L.; Ingram, P.
  • Hearing the voice of the market
    Barabba, V.; Zaltman, G.
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    Earley, P. C.; Connolly, T.; Ekegren, G.
  • Psychological safety and learning behavior in work teams
    Edmondson, A.
  • Organizational learning
    Fiol, C. M.; Lyles, M. A.
  • Designing complex organizations
    Galbraith, J.
  • Toward a knowledge‐based theory of the firm
    Grant, R. M.
  • Dynamic interaction between strategy and technology
    Itami, H.; Namagami, T.
  • Leadership in action
    Katz, L.; Kahn, P.
  • The discipline of teams
    Katzenbach, J. R.; Smith, D. K.
  • Supervisory procedures and work‐team productivity
    Kidd, J. S.; Christy, R. T.
  • Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions
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    Kreft, I.; Leeuw, J.
  • Wellsprings of knowledge: Building and sustaining the sources of innovation
    Leonard‐Barton, D.

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