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Managing Task Interdependencies in Multi‐Team Projects: A Longitudinal Study

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  • Martin Hoegl
  • Katharina Weinkauf

Abstract

abstract In this article we examine project‐level and team‐level managerial functions aimed at managing inter‐team task interdependencies and investigate their effect on the performance of teams in a multi‐team product development project. We hypothesize that team interface management (a team‐level function) performed in the concept phase of a project, rather than the later development phase, is positively related to team performance at the project's conclusion (i.e. product quality, product cost, development budget, development time). Furthermore, we argue that project structuring and support (a project‐level function) is important in both the concept and the development phases. We test our hypotheses empirically based on a 36 months longitudinal study of a product development project in the European automotive industry comprising 39 teams. The results show that team interface management is particularly important during the concept phase of the project. Project structuring and support is most important in the development phase of the project, while hindering team performance in the concept phase. Theoretical and practical implications are discussed.

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  • Martin Hoegl & Katharina Weinkauf, 2005. "Managing Task Interdependencies in Multi‐Team Projects: A Longitudinal Study," Journal of Management Studies, Wiley Blackwell, vol. 42(6), pages 1287-1308, September.
    • Handle: RePEc:bla:jomstd:v:42:y:2005:i:6:p:1287-1308
    DOI: 10.1111/j.1467-6486.2005.00542.x
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    Cited by:

    1. Rupak Rauniar & Greg Rawski & Donald Hudson, 2017. "Antecedents And Consequences Of Ippd Effectiveness," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(07), pages 1-38, October.
    2. Li, Jue & Wang, Hongwei, 2023. "Modeling and analyzing multiteam coordination task safety risks in socio-technical systems based on FRAM and multiplex network: Application in the construction industry," Reliability Engineering and System Safety, Elsevier, vol. 229(C).
    3. Rauniar, Rupak & Rawski, Greg, 2012. "Organizational structuring and project team structuring in integrated product development project," International Journal of Production Economics, Elsevier, vol. 135(2), pages 939-952.
    4. Lisbeth Brøde Jepsen, 2013. "Information Sharing in a New Product Development Project - The Role of Core Actors," Working Papers 115/13, University of Southern Denmark, Department of Sociology, Environmental and Business Economics.
    5. Kennedy, Deanna M. & Sommer, S. Amy & Nguyen, Phuong Anh, 2017. "Optimizing multi-team system behaviors: Insights from modeling team communication," European Journal of Operational Research, Elsevier, vol. 258(1), pages 264-278.
    6. Srikanth P.B., 2014. "Role Perception and Role Performance: Moderating Effect of Competence Mobilization," Global Business Review, International Management Institute, vol. 15(3), pages 531-544, September.
    7. Wang, Jing, 2012. "Survival factors for Free Open Source Software projects: A multi-stage perspective," European Management Journal, Elsevier, vol. 30(4), pages 352-371.
    8. Jie Gao & Cui Huang & Jun Su & Qijun Xie, 2019. "Examining the Factors Behind the Success and Sustainability of China’s Creative Research Group: An Extension of the Teamwork Quality Model," Sustainability, MDPI, vol. 11(4), pages 1-17, February.

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