Teamwork Quality and the Success of Innovative Projects

By Martin Hoegl, H. G. Gemuenden. 2001

1,742 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cac95ebf84417f740b9c0e25918df3ab90e3a08f

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Citations in the corpus

Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance (2012, positive): “…of effective and efficient information sharing and high-quality intra-team communications that capture a team‘s knowledge-integration capability (Hoegl & Gemuenden, 2001; Leathers, 1972): relevance, timeliness, objectivity, clarity, supportiveness, conciseness, truthfulness,…”
Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, positive): “…at the project level to “acquire reliable, less subjective, performance measures for the performance of a single relationship”, following measures by Hoegl and Gemuenden (2001) in combination with Tatikonda and Montoya-Weiss (2001) as an alternative to overall and financial performance measures,…”
Relational factors in owner–contractor collaboration: The mediating role of teamworking (2015, methodology): “Specific to project context, Hoegl and Gemuenden (2001) conceptualize and empirically validate teamwork quality as a higher order construct with six facets of teams processes, i.”
Exploring the impact of cultural values on project performance: The effects of cultural values, age and gender on the perceived importance of project success/failure factors (2014, methodology): “Of particular relevance are Hoegl and Gemuenden (2001) who focussed on team development as a success factor; Pinto and Slevin (1987) who extended measures of success (beyond the so-called golden triangle of time, cost and quality) to”
Innovating or Doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration (2008, background): “This process is facilitated by the existence of shared identity and practices (Hardy et al. 2005; Levina and Vaast 2005) but is impeded by status differences among participants which inhibit open dialogue (Hoegl and Gemuenden 2001; Levina 2005; Metiu 2006).”
A Review and an Integration of Frameworks (2012, background): “Through the years, an increasing number of frameworks have been proposed to provide a classification of teamwork behaviors (e.g., Cannon-Bowers et al., 1995; Hoegl & Gemuenden, 2001; Marks et al., 2001).”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “, of liking) that influence important outcomes such as commitment to each other and to the task (Hoegl and Gemuenden, 2001).”
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “…captures the social dynamics element, research could draw upon various relational constructs to better capture TMT processes such as relational coordination (Gittell, 2001), high-quality interpersonal connections (Dutton, 2003; Dutton & Heaphy, 2003), and teamwork quality (Hoegl & Gemuenden, 2001).”
Corporate Board Attributes, Team Effectiveness and Financial Performance (2009, neutral): “Here, we define a team as “a social system of three or more people, which is embedded in an organization (context), whose members perceive themselves as such and are perceived as members by others (identity), and who collaborate on a common task (teamwork)” (Hoegl and Gemuenden, 2001, p. 436).”
Linking trust and collaboration in project teams to project management success (2018, background): “…and Kurbel, 2012; Vaaland and Håkansson, 2003); • commitment (Porter and Lilly, 1996); • leadership (Aga et al., 2016; Turner and Müller, 2005); • teamwork (Hoegl and Gemuenden, 2001); • knowledge integration capability (Dietrich et al., 2010; Todorović et al., 2015); and • personality and…”