Interorganisationale Teams: Transaktionskostentheoretische Überlegungen und empirische Befunde zum Teamerfolg

Michael Gaitanides () and Ruth Stock ()
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Michael Gaitanides: Universität der Bundeswehr Hamburg
Ruth Stock: Universität Karlsruhe

Schmalenbach Journal of Business Research, 2004, vol. 56, issue 5, 436-451

Abstract: Summary Teams play an important role at the interface of a company with its customers in many settings. It can be observed in business practice that companies sometimes involve employees from customer companies in such teams. This article studies the phenomenon of interorganizational teams. Interorganizationality of a team is conceptualized in terms of team composition and power distribution within a team. Drawing upon transaction cost theory the authors discuss performance outcomes of team interorganizationality. Hypotheses testing is based on a sample of more than 200 teams across several industries. Results indicate a positive impact of interorganizationality on team performance. Furthermore, this effect is positively moderated by situational characteristics such as market related dynamism, task related dynamism, and task related complexity.

Keywords: M10; L22; L14; Interorganisational Cooperations; Interorganisational Teams; Transaktion Cost Theory; Interorganisationale Kooperationen; Interorganisationale Teams; Transaktionskostentheorie (search for similar items in EconPapers)
Date: 2004
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DOI: 10.1007/BF03372744

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