Bridging the Boundary: External Activity and Performance in Organizational Teams

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 s...

Full description

Saved in:
Bibliographic Details
Published in:Administrative science quarterly 1992-12, Vol.37 (4), p.634-665
Main Authors: Ancona, Deborah G., Caldwell, David F.
Format: Article
Language:English
Subjects:
Business innovation
Business structures
Communication Research
Design engineering
Environmental Influences
Group Dynamics
Group performance
Group processes
High technology
High Technology Companies
Isolationism
Management science
Management Teams
Marketing
Organizational behavior
Organizational behaviour
Organizational Communication
Product design
Questionnaires
Top management
Work groups
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary: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.
ISSN:0001-8392
DOI:10.2307/2393475