The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of Cross-Functional New Product Development Teams

By Shikhar Sarin, Christopher McDermott. Decision Sciences, 2003

540 citations recorded by the source corpus.

Subfields: Communication, Computer Science Applications, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9c1966f401f8f94251fc2dc759aeaebabe8225dd

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Citations in the corpus

Intellectual capital, knowledge management practices and firm performance (2017, background): “, 2013), or only one or a few KM practices and innovation performance (e.g. Camelo-Ordaz et al., 2011; Chen and Huang, 2009; Donate and Canales, 2012; Hurmelinna-Laukkanen, 2011; Sarin and McDermott, 2003; Soto-Acosta et al., 2014; Yang et al., 2009); thus, the literature so far has not been able to”
MULTINATIONAL ORGANIZATION CONTEXT: IMPLICATIONS FOR TEAM LEARNING AND PERFORMANCE (2006, background): “Many studies have examined micro context in terms of leader characteristics (e.g., Sarin & McDermott, 2003: 708).”
Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation (2011, background): “Researchers have examined the links between leadership styles and KM (Sarin and Mcdermott, 2003), and also between organizational culture and KM (De Long and Fahey, 2000).”
Knowledge management and organizational performance: a decomposed view (2011, background): “For example, many organizations encourage organizational learning in which individuals and teams can apply the knowledge gained to initiatives' such as new product development with the ultimate aim of improved performance in areas such as “speed to market” and innovation ( Sarin and McDermott, 2003”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “It is clear that teams carry out both innovation and improvement in organizations, producing both new products (Sarin & McDermott, 2003) and processes (Tucker, Nembhard, & Edmondson, 2006).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “Team leisure activities that include supervisors and employees are likely to encourage more personal and work-related knowledge sharing that will support learning and improve worker motivation and capability (Sarin and McDermott, 2003).”
Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units (2007, background): “When project teams take action to experiment and reflect on their actions—including mistakes that might have been made—to improve future problem-solving cycles, they can be said to be learning (Edmondson 2002, Schippers et al. 2003).”
Linking learning and knowledge creation to project success in six Sigma Projects: An empirical investigation (2013, methodology): “…a team creates new processes and practices (Zellmer-Bruhn and Gibson, 2006), respondent’s perceptions of their future learning behaviour in the team (Sarin and McDermott, 2003), team activities such as reflection on group processes and discussions with outsiders (Edmondson, 1999), and identifying…”
Review of empirical research on knowledge management practices and firm performance (2016, background): “Author and year Human-oriented Technology- oriented Organizationoriented Management processesoriented Sarin and McDermott, 2003 Team leader characteristics Soto-Acosta et al., 2004 Commitment-based HR practices Lin and Kuo, 2007 HRM Khalifa et al., 2008 KM systems Lee et al., 2008 A special unit…”
First Among Equals: The Effect of Team Leader Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams (2009, methodology): “…research focuses on the first two sources of leader effectiveness: the NPD team leader’s power/influence (as reflected by position in the organization), and interactions with the members of the NPD team, as reflected by his/her management style (Muczyk and Reimann 1987; Sarin and McDermott 2003).”
Understanding Antecedents of New Product Development Speed: A Meta-Analysis (2010, unknown): “internal integration, empowerment Sarin and McDermott (2003) C Pj S R Sb 229 Newness, complexity, formalization, learning, leadership,”