Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

By Martin Hoegl, Katharina Weinkauf, Hans-Georg Gemünden. Organ. Sci., 2004

638 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6a17937aed8ace96e143c48e2367338bb3d9e80a

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Citations in the corpus

Innovativeness in family firms: a family influence perspective (2010, background): “…impacts family firm performance complements research that links teamwork quality (e.g., Hoegl and Gemuenden 2001) and team behavior (e.g., Hoegl et al. 2004) to innovative, continuously changing organizations (e.g., Brown and Eisenhardt 1997) and venturing team relationships (e.g.,…”
Relational factors in owner–contractor collaboration: The mediating role of teamworking (2015, methodology): “In a series of empirical studies, Hoegl and colleagues (Hoegl and Gemuenden, 2001; Hoegl and Parboteeah, 2006; Hoegl and Parboteeah, 2007; Hoegl and Weinkauf, 2005; Hoegl et al., 2004) show that teamwork quality significantly contributes to the success of innovative projects.”
The challenge of transactional and transformational leadership in projects (2014, background): “For overall project team performance (Hoegl et al., 2004) and the realization of the projects' goals (Gällstedt, 2003), it is vital to establish commitment to project objectives, and to adhering to the project's values.”
Understanding Antecedents of New Product Development Speed: A Meta-Analysis (2010, neutral): “members to the project (Hoegl et al., 2004), and team members’”
Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector (2014, background): “Supervisors, by emphasizing teamwork, can increase the frequency of interactions between the team members, thereby leading to a greater understanding of the problem and its creative solution (Hoegl et al. 2004).”
The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams (2017, methodology): “Commitment is likely to influence team members’ efforts, and has been associated with enhanced team performance (Hackman, 1990; Hoegl et al., 2004; McDonough, 2000).”
Linking trust and collaboration in project teams to project management success (2018, background): “Commitment is characterised by the acceptance of and strong belief in the goals and values of the project, the willingness to engage in the project and the desire to maintain membership in the project (Hoegl et al., 2004).”
Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy (2015, background): “Moreover, collective efficacy has long been argued as a critical enabler of shared goal commitment that contributes to a high team willingness to innovate and perform (Hoegl et al., 2004; Mulvey and Klein, 1998).”
Knowledge Creation in New Product Development Projects (2006, methodology): “Product quality was assessed by the managers based on a nine-item index adapted from the index used by Hoegl et al. (2004).”