BRIDGING THE BOUNDARY - EXTERNAL ACTIVITY AND PERFORMANCE IN ORGANIZATIONAL TEAMS
BRIDGING THE BOUNDARY - EXTERNAL ACTIVITY AND PERFORMANCE IN ORGANIZATIONAL TEAMS
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DOI：
10.2307/2393475
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发表时间：
1992-12-01
影响因子：
10.4
通讯作者：
CALDWELL, DF
中科院分区：
文献类型：
--
作者：
ANCONA, DG;CALDWELL, DF
本文重点讨论团队用来管理团队之外的组织环境的活动。我们使用半结构化的访谈与38个新产品团队经理在高科技公司，从这些团队中的两个日志数据，并完成了一组不同的45个新产品团队的成员的问卷调查，以生成和测试团队的外部活动的假设。结果表明，团队从事垂直通信，旨在塑造高层管理人员的意见，横向沟通，旨在协调工作和获得反馈，横向沟通，旨在一般扫描的技术和市场环境。组织团队似乎针对其环境制定了不同的策略：有些专门从事特定的外部活动，有些与外部环境保持隔离，而另一些则参与多种外部活动。该文件表明，外部沟通团队从事的类型，而不仅仅是数量，决定性能。随着时间的推移，遵循全面战略的团队会进入外部活动、内部流程和绩效的良性循环，从而实现长期的团队成功。
This article focuses on the activities teams use to manage their organizational environment beyond their teams. We used semistructured interviews with 38 new-product team managers in high-technology companies, log data from two of these teams, and questionnaires completed by members of a different set of 45 new-product teams to generate and test hypotheses about teams' external activities. Results indicate that teams engage in vertical communications aimed at molding the views of top management, horizontal communication aimed at coordinating work and obtaining feedback, and horizontal communication aimed at general scanning of the technical and market environment. Organizational teams appear to develop distinct strategies toward their environment: some specialize in particular external activities, some remain isolated from the external environment, and others engage in multiple external activities. The paper shows that the type of external communication teams engage in, not just the amount, determines performance. Over time, teams following a comprehensive strategy enter positive cycles of external activity, internal processes, and performance that enable long-term team success.