RT info:eu-repo/semantics/article
T1 The Dark Side of Team Social Cohesion in NPD Team Boundary Spanning
A1 Rodríguez Escudero, Ana Isabel
A1 Carbonell, Pilar
K1 Marketing - Aspecto psicológico
K1 Marketing - Investigación
K1 5311.05 Marketing (Comercialización)
AB Although team boundary spanning is conducive to achieving new product (NP) competitive advantage, these actions may not always deliver the expected performance. The current study makes an initial attempt to examine factors that undermine team boundary spanning positive effects on NP competitive advantage by proposing and testing a negative moderating effect of team social cohesion on the relationship between team boundary spanning and NP competitive advantage. Furthermore, the current study expects team social cohesion to have a stronger negative moderating effect on the relationship between team boundary spanning and NP competitive advantage when external task interdependence and project newness are high than when they are low. Data for this study come from 140 NPD projects developed and commercialized by Spanish manufacturing firms in high‐ and medium‐high‐technology sectors. The study’s results reveal a positive effect of team boundary spanning on NP competitive advantage. Furthermore, high levels of team social cohesion are shown to reduce the positive effect of team boundary spanning on NP competitive advantage. Finally, we found that project newness and external task interdependence accentuate the negative moderating effect of team social cohesion on the relationship between team boundary spanning and NP competitive advantage. The current study makes several contributions to the literature. First, findings from this study give us new insights into the significance of team boundary spanning to the success of NPs by revealing that boundary‐spanning activities are beneficial to achieving NP competitive advantage. Second, the study departs from existing research in that it exposes a dark side of team social cohesion for NPD teams engaged in boundary spanning activities. Last, the study expands extant research by proposing and demonstrating that project newness and external task interdependence bring about situations in which external groups present a threat to the collective identity of socially cohesive groups.
PB Wiley
SN 0737-6782
YR 2018
FD 2018
LK http://uvadoc.uva.es/handle/10324/39050
UL http://uvadoc.uva.es/handle/10324/39050
LA eng
NO Journal of Product Innovation Management, March 2018, vol 36, Issue 2, p. 149-171.
NO Producción Científica
DS UVaDOC
RD 19-abr-2024