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Cross-functional teams: Central research avenues in management

Author

Listed:
  • Elena G. Kalabina

    (Ural State University of Economics, Ekaterinburg, Russia)

  • Olga Yu. Belyak

    (Ural State University of Economics, Ekaterinburg, Russia)

Abstract

The search for alternative forms of employment amid social perturbations (the COVID-19 pandemic and its consequences), as well as technical (total digitalization) and organizational-managerial factors has increased the interest of Russian companies in cross-functional teams (CFTs). However, forming CFTs is accompanied by various obstacles associated primarily with the fragmentation and inconsistency of ideas about their essence and management methods. The paper analyses the central avenues for studying CFTs and regulating their activities. Methodologically, the study rests on the principles of the managerial approach to team-building, as well as knowledge and knowledge-intensive capital management. The methods of expert (selective) systematic, terminological and comparative analysis were used. The information base includes 79 publications released in 2011–2021 and indexed in the Google Scholar and eLibrary scientific databases. The works under consideration focus on trends and management practice in the sphere of CFTs, analyze their essence and control methods applied by the team leaders. The present research forms the relevant systematized idea about the nature of CFTs and the specifics of their activities in the context of company management transformation. The performed terminological analysis allowed establishing the attributes inherent in cross-functional teams and the advantages of this type of teams when dealing with various challenges. As indicated by the findings, the level of cross-functionality affects the integration ability of team members and the choice of management tools. The research identifies situational and contextual variables that determine CFTs’ effectiveness: internal team environment, effective exchange of knowledge, clear team goals, shared vision, etc. The data obtained can be used to conduct further empirical study of CFTs’ management and activities.

Suggested Citation

  • Elena G. Kalabina & Olga Yu. Belyak, 2021. "Cross-functional teams: Central research avenues in management," Upravlenets, Ural State University of Economics, vol. 12(6), pages 101-114, October.
  • Handle: RePEc:url:upravl:v:12:y:2021:i:6:p:101-114
    DOI: 10.29141/2218-5003-2021-12-6-7
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    References listed on IDEAS

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    1. Isaac Nana Akuffo, 2020. "Cross-functional teams and innovation performance: the case of multinational enterprises," International Journal of Export Marketing, Inderscience Enterprises Ltd, vol. 3(3), pages 204-218.
    2. Daniel Carvajal Pérez & Pascal Le Masson & Benoit Weil & Axelle Araud & Vincent Chaperon, 2020. "Creative heritage: Overcoming tensions between innovation and tradition in the luxury industry," Post-Print hal-03022919, HAL.
    3. Sara Bonesso & Laura Cortellazzo & Fabrizio Gerli, 2020. "Behavioral Competencies for Innovation," Springer Books, Springer, number 978-3-030-40734-6, February.
    4. Cuijpers, Maarten & Guenter, Hannes & Hussinger, Katrin, 2011. "Costs and benefits of inter-departmental innovation collaboration," Research Policy, Elsevier, vol. 40(4), pages 565-575, May.
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    More about this item

    Keywords

    cross-functional teams; systematic review; terminological analysis; knowledge exchange; performance of crossfunctional teams;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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