Project Team Communication in Financial Service Innovation

Project Team Communication in Financial Service Innovation
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金融服务创新项目团队沟通

DOI：
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发表时间：
2000
期刊：
影响因子：
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通讯作者：
R. Moenaert
R. Moenaert
中科院分区：
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文献类型：
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作者：
A. Lievens;R. Moenaert

文献摘要

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我们从信息处理的角度研究了沟通在新金融服务创新过程中的作用。一个应急框架的通信的作用及其对新的金融服务的成功的影响。为了评估本研究的服务背景的独特性，该框架还描述了具体的服务特性（无形性，不可分割性，异质性和易逝性）在创新过程中对项目沟通的调节作用。项目团队沟通的概念分为三种类型：（1）项目内沟通，（2）项目外沟通，包括（i）组织联络人，指项目成员传递组织内沟通，（ii）信息把关人，指客户联系人员传递组织外信息。研究了项目团队沟通与降低创新不确定性对新金融服务成功的影响。我们的权变模型意味着管理者必须认识到项目成员和一线员工可能履行的关键沟通角色。由这些个体介导的沟通流促进了创新过程中不确定性的减少。此外，金融服务创新管理应将服务特性视为任务不确定性的来源，因为它们可能会降低项目沟通效率，即降低创新不确定性。根据我们的模型的管理含义，我们最后制定了未来的研究方向。
We examine the role of communication during the innovation process of new financial services from an information processing perspective. A contingency framework is developed on the role of communication and its impact on new financial services success. In order to assess the unique nature of the services context of this study, this framework also depicts the moderating impact of the specific services characteristics (intangibility, inseparability, heterogeneity and perishability) on project communication during the innovation process. Project team communication is conceptualized by three types of communication: (1) intra-project communication, (2) extra-project communication involving (i) organizational liaisons, which refer to the transfer of intra-organizational communication by project members and (ii) gatekeepers of information, which refer to the transfer of extra-organizational information by customer-contact personnel. The relationship between project team communication and the reduction of innovative uncertainty on new financial service success is examined. Our contingency model implies that managers have to recognize the critical communication roles that project members and frontline employees may fulfill. The communication flows mediated by these individuals foster the uncertainty reduction during the innovation process. Moreover, financial service innovation management should conceive the service characteristics as sources of task uncertainty, as they may lower project communication effectiveness, i.e. the reduction of innovative uncertainty. Following the managerial implications of our model, we finally formulate directions for future research.