Cross‐functional team effectiveness

By Joshua J. Daspit, C. Tillman, Nancy G. Boyd, Victoria Mckee. 2013

103 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/824f17e0d1c06362cd1729f45ed384a4b1b67226

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Georgia T Chao
2. Stanton Mak
3. Kathryn Cormican
4. Qiong Wu
5. Steve W. J. Kozlowski
6. Guoquan Chen
7. John E. Mathieu
8. D. Bouckenooghe

In Social Psychology

1. Steve W. J. Kozlowski
2. Georgia T Chao
3. Stanton Mak
4. Kathryn Cormican
5. Qiong Wu
6. Guoquan Chen
7. Robert E. Ployhart
8. John E. Mathieu

In Strategy and Management

1. Steve W. J. Kozlowski
2. Georgia T Chao
3. Stanton Mak

Citations in the corpus

• Team-Centric Leadership: An Integrative Review (2016, background): “For example, studies have examined how individual perceptions of shared leadership impact individual-level outcomes, such as job stress and job satisfaction (Wood & Fields 2007), as well as individual-level measures of team cohesion and team effectiveness (Daspit et al. 2013).”
• Linking trust and collaboration in project teams to project management success (2018, background): “In contrast, Buvik and Rolfsen (2015) and Daspit et al. (2013) found that cross-functional teams are dependent on the degree of trust between them to engage in collaborative interaction, as trust was identified as an important component of teamwork (Webber, 2008).”
• A Meta-Analysis of Shared Leadership: Antecedents, Consequences, and Moderators (2018, methodology): “This is consistent with the work of Daspit et al. (2013) and Serban and Roberts (2016).”