Antecedents and Consequences of Project Team Cross-Functional Cooperation

Mary Beth Pinto, Jeffrey K. Pinto and John E. Prescott
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Mary Beth Pinto: College of Business Administration, University of Maine, Orono, ME 04469
Jeffrey K. Pinto: College of Business Administration, University of Maine, Orono, ME 04469
John E. Prescott: Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260

Management Science, 1993, vol. 39, issue 10, 1281-1297

Abstract: Cross-functional teams can greatly facilitate the successful implementation of projects. This study examined the influence of a set four antecedent constructs (superordinate goals, accessibility, physical proximity and formalized rules and procedures) on the attainment of both cross-functional cooperation and perceived project outcomes. Through the use of path analysis, the results indicated that superordinate goals, physical proximity and project team rules and procedures have significant direct and/or indirect effects on project outcomes through influencing cross-functional cooperation. Further, cross-functional cooperation was a significant predictor of both perceived task and psychosocial project outcomes. Directions for management practice and future research are discussed.

Keywords: project management; project implementation; cross-functional cooperation; team building and development (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:39:y:1993:i:10:p:1281-1297

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