Management

New product development (NPD) has become a critical determinant of firm performance. There is a considerable body of research examining the factors that influence a firm's ability to successfully develop and introduce new products. Vital to this success is the creation and management of NPD teams. While the evidence for the use of NPD teams and the factors that determine their success is accumulating, there is still a lack of clarity on the team-level variables that are most impactful on NPD success. This meta-analytic study examines the effects of NPD team characteristics on three different measures of success: effectiveness (market success), efficiency (meeting budgets and schedules), and speedto-market, requiring incorporation of a broader set of team variables than previous studies in order to capture more factors explaining NPD outcomes. Unlike a typical empirical study that considered no more than two team variables to predict NPD performance, this study combines research spanning eight team variables including team input variables (team tenure, functional diversity, team ability, and team leadership) and team process variables (internal and external team communication, group cohesiveness, and goal clarity). Results from 38 studies were aggregated to estimate the meta-analytic effect sizes for each of the variables. Using the meta-analytic results, a path analytic model of NPD success was estimated to isolate the unique effects of team characteristics on NPD effectiveness and efficiency. Results indicate that team leadership, team ability, external communication, goal clarity, and group cohesiveness are the critical determinants of NPD team performance. NPD teams with considerable experience and led by a transformational leader are more successful at developing new products. Effective boundary spanning within and outside the organization and a shared understanding of project objectives are paramount to success. Group cohesiveness is also an important predictor of NPD outcomes confirming the importance of esprit de corps within the team. The findings provide product development managers with a blueprint for creating high-performance NPD teams.

The study examines the effects of social identity and knowledge quality on knowledge transfer across groups. One hundred and forty-four students performed a production task in three-person groups. Midway through the task, a member from a different group rotated into each group. The primary dependent variable was whether the group adopted the production routine of the rotating member. Analyses revealed the predicted main and interactive effects. Groups were more likely to adopt the routine of a rotator when they shared a superordinate social identity with that member than when they did not. Groups were also more likely to adopt a routine from a rotator when it was superior than when it was inferior to their own. Further, superordinate groups adopted the production routine of the rotator when it was superior but not inferior to their own, whereas groups that did not share a superordinate identity with the rotator generally did not adopt the rotatorÕs production routine, even when it was superior to their own and would have improved their performance.

This study presents a conceptual model of when and how knowledge demonstrability and superordinate social identity impact the likelihood that organizations capitalize on their knowledge resources.  To test the model, an experimental methodology was used in which a member transfers from one group to another, transmitting knowledge in the form of a production routine. As predicted, work groups unlocked the knowledge transfer potential arising from personnel movement more often when they shared a superordinate identity than when they did not share such an identity, and this identity effect was moderated by knowledge demonstrability. When knowledge was less demonstrable with concealed merits, it was more likely to transfer between groups that shared a superordinate identity, compared to groups that did not share such an identity.  By contrast, when knowledge was more demonstrable with apparent merits, it was as likely to transfer between groups that shared a superordinate identity compared to groups that did not share such an identity.  As predicted, superordinate identity induced knowledge consideration, the focusing of group attention on determining the value of another’s knowledge. Mediated moderation analyses revealed that this process underlies knowledge transfer.  Superordinate social identity induced thorough knowledge consideration, which was more important for recognizing the value of knowledge when its merits were concealed rather than apparent. Because the merits of many organizational routines and practices are concealed and superordinate identity appears to be a key to unlocking the knowledge transfer potential of less demonstrable knowledge, this study has important implications for managing knowledge resources.

Two experiments suggest that newcomers’ structural role (permanent vs. temporary appointment) in the groups they enter conditions the extent to which their use of language-based identity strategies (integrating vs. differentiating) influences groups’ willingness to accept them and utilize their dissenting task knowledge. For newcomers with permanent future prospects, the use of integrating pronouns leads to greater acceptance than the use of differentiating pronouns, and newcomer acceptance is in turn a key mediator of groups’ willingness to utilize their knowledge. For newcomers with temporary future prospects, however, the use of integrating pronouns (vs. differentiating pronouns) does not positively influence their acceptance, nor does newcomer acceptance determine the willingness of groups to utilize their knowledge. The theory supported by these studies advances group socialization literature by elucidating when and how groups are receptive to dissenting newcomers.

The present research contributes to the literature on group learning and group socialization by examining whether newcomers can actively influence the extent to which groups socially accept them and, in turn, utilize their unique knowledge. We propose that groups will respond more positively toward newcomers who use an integrating language-based strategy (i.e., plural pronouns) that emphasizes their new group identity than toward newcomers who use the more common differentiating language-based strategy (i.e., singular pronouns) that emphasizes their personal identity and separation from the group. The paper reports two experiments (an interactive group study and a scenario study) that support this proposition, suggesting that group utilization of newcomer knowledge depends, in part, on the way newcomers contribute their knowledge. Implications for theory and practice are discussed.

We examine the practice of nominating bicultural immigrants to manage knowledge-intensive projects sourced from their host to their home countries. We focus on their actions vis-à-vis global collaborators and unpack psychological processes involved. Managers in these positions have to navigate the workplace social identity threat that arises from being associated with the home country group – a lower status group in this context. How they navigate this threat shapes the way they use their bicultural competencies and authority as managers. When they embrace their home country identity, immigrant managers tend to enable knowledge-based boundary spanning through actions empowering home country collaborators, such as teaching missing competencies, connecting to important stakeholders, and soliciting input. Instead, when distancing from their home country identity, they tend to hinder collaborators by micromanaging, narrowing communication channels, and suppressing input. We develop theoretical implications for the study of global boundary spanning, bicultural managers, and workplace social identity.