Team member proximity and teamwork in innovative projects

By Martin Hoegl, Luigi Proserpio. 2004

257 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/25ac302b2a036acb75548a7deed2840aeb061f79

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Mumin Dayan
2. C. di Benedetto
3. Chi-Cheng Huang
4. François Peglow
5. M. Schwartz
6. Michael Fritsch
7. J. Günther
8. N. Paoloni

In Social Psychology

1. Chi-Cheng Huang
2. Mumin Dayan
3. C. di Benedetto
4. François Peglow
5. M. Schwartz
6. Michael Fritsch
7. J. Günther
8. Stefan Krumm

Citations in the corpus

• The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, result): “This interpretation is consistent with the findings of Hoegl and Proserpio (2004) who point out that physical proximity among individuals is positively related to the occurrence of socially oriented behaviors.”
• What drives innovation output from subsidized R&D cooperation?—Project-level evidence from Germany (2012, methodology): “Following the seminal contribution by Allen (1970), who studied inter-personal communication networks within R&D laboratories, few attempts have been undertaken to assess the impact of geographic distance between the partners of an R&D cooperation on project performance (Hoegl and Proserpio, 2004; K”
• The impact of structural and contextual factors on trust formation in product development teams (2010, background): “In most of these studies, antecedents of collaborative functioning of teams and the impact of collaborations on team effectiveness and efficiency have been extensively investigated (Hoegl & Gemuenden, 2001; Hoegl & Proserpio, 2004; Larson & Gobeli, 1988; Sethi & Nicholson, 2001).”
• What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, background): “…as potential underlying contingencies of KSAO requirements in virtual teams: extent of reliance on virtual tools, informational value of the used communication media, synchronicity of communication, and physical distance (Hoegl & Proserpio, 2004; Kiesler & Cummings, 2002; Kirkman & Mathieu, 2005).”
• How top management team diversity affects innovativeness and performance via the strategic choice to focus on innovation fields (2010, background): “For cross-functional teams, vast evidence implies mainly positive effects on innovation outcome measures, like product innovativeness and product performance (Brown and Eisenhardt, 1995; Hoegl and Proserpio, 2004; Ittner and Larcker, 1997; Keller, 2001; Lovelace et al., 2001).”
• Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams (2009, unknown): “…contextual information resulting from ingroup homophily and corresponding outgroup avoidance (Coser 1956; Sherif et al. 1961) is likely to leave team members confused about or unaware of distant teammates’ activities and work processes (Cramton 2002; Grinter et al. 1999; Hoegl and Proserpio 2004).”
• Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “Besides their cultural diversity, this team set-up often entails team members also being physically dispersed, substituting direct with computer-mediated communication (Hoegl and Proserpio, 2004; Lovelace et al., 2001).”
• R&D internationalization in medium-sized firms: The moderating role of knowledge management in enhancing innovation performances (2019, background): “according to the nature of products that have to be developed (Hoegl and Proserpio, 2004).”
• Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “…the development of TMS in advance, we suggest that further studies should add other variables into the analysis of TMS. Team member proximity (Hoegl and Proserpio, 2004) may be another factor related to development of TMS. Team member proximity can foster easier and more frequent…”
• The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis (2019, background): “These personal characteristics, which are often regarded as a result of higher emotional intelligence, are argued to reduce their intentions in conducting knowledge hiding (Hoegl and Proserpio, 2004).”