Organizing innovation: Complementarities between cross-functional teams

By J. Love, S. Roper. 2009

157 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0f98895e2af4443919d923633f0775e205e61209

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In Strategy and Management

Citations in the corpus

Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance (2010, result): “In this study we focused on one particular country (i.e., United States) whereas previous project-level research (e.g., Love and Roper, 2009; Song and Xie, 2000) has indicated that the relationship between structures, product innovativeness, and project performance is influenced by the national…”
Innovation success of non-R&D-performers: substituting technology by management in SMEs (2009, unknown): “The importance of cross-functional co-operation for innovation success was shown by Cooper and Kleinschmidt (1995), Love et al. (2006) and Song et al. (1997).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “Similarly, Love and Roper (2009) asserted that the synergies from cross-functional team working can be achieved through communication and knowledge sharing, and thus to improve product design and development and product engineering.”
Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation (2013, background): “…functional areas brings together complementary knowledge, and thus enriches the firm’s collective knowledge base (De Luca & Atuahene-Gima, 2007; Love & Roper, 2009), enhancing its ability to create the new knowledge needed to recognize and exploit entrepreneurial opportunities (Cohen &…”
Costs and Benefits of Inter-Departmental Innovation Collaboration (2011, background): “14 literature (De Visser et al., 2010; Love and Roper, 2009).”
Human Resource Management Practices and Innovation (2012, methodology): “Love and Roper (2009) using data on UK and German manufacturing plants examine the issue of potential complementarities which may arise when cross-functional teams are used in different elements of the innovation process.”