Contribution of cross-functional teams to the improvement in operational performance

Ricardo Santa, Mario Ferrer, Philip Bretherton, Paul Hyland

    Research output: Contribution to journalArticle

    Abstract

    Purpose:  The purpose of this paper is to explore the role of cross-functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterpriseinformation systems (EIS). In addition, it aims to explore the contribution of cross-functional teams to
    improvement in operational performance.

    Design/methodology/approach:  The research uses a combination of qualitative and quantitative methods, in a two-stage methodological approach, to investigate the influence of cross-functional teams on the alignment between system effectiveness and operational effectiveness and the impact of
    the stated alignment on the improvement in operational performance.

    Findings: Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has
    been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross-functional teams to the improvement in operational performance.

    Research limitations/implications:  The principal limitation of this study is its small sample size.

    Practical implications:  Cross-functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of
    cross-functional teams, will assist organisations to properly utilise cross-functional teams with the aim of improving operational performance.
    Original languageEnglish
    Pages (from-to)148-168
    Number of pages21
    JournalTeam Performance Management
    Volume16
    Issue number3/4
    DOIs
    Publication statusPublished - 15 Jun 2010

    Fingerprint Dive into the research topics of 'Contribution of cross-functional teams to the improvement in operational performance'. Together they form a unique fingerprint.

  • Cite this