Characteristics of cross-functional integration processes

Pimenta, Márcio Lopes; Silva, Andréa Lago da; Tate, Wendy L.

doi:10.1108/ijlm-01-2014-0010

Cited by 30 publications

(114 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

Section: Cross-functional Integrationmentioning

confidence: 99%

“…To better understand cross-functional integration, Pimenta et al (2015) have derived five types of factors present in the cross-functional integration process. These are: points of contact, integration factors, formality/informality, integration level, and integration impacts.…”

Section: Introductionmentioning

confidence: 99%

“…On the other hand, the same studies show that collaboration has a strong positive relationship with the performance of departments and the organization as a whole. Pimenta et al (2015) identified five types of factors present in the integration processes: 7• Points of contact: Activities that demand contact between different functions;• Integration factors: Managerial tools, strategies, and cultural aspects that generate integration among functions. The CFT, which is at the center of this research, is included here;…”

mentioning

confidence: 99%

See 2 more Smart Citations

Integration through cross-functional teams in a service company

Oliveira

Pimenta

Hilletofth

et al. 2016

EBR

View full text Add to dashboard Cite

Integration through cross-functional teams in a service company.European Business Review, 28(4): https://doi.org/10.1108/EBR- 01-2016-0014 Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version:http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31268 1 Integration through cross-functional teams in a service company Abstract Purpose: The purpose of this study is to characterize the internal dynamics of cross-functional teams (CFTs) in different organizational processes in a service company.Design/methodology/approach: A case study from a Brazilian service company was conducted. CFTs in five different organizational processes (strategy development, product development, portfolio management, sales channels management, and business analysis) were analyzed through in-depth interviews, documents, and non-participant observation. Research limitations/implications:The study is focused on creating analytical generalizability. Several insights in the twelve propositions presented in this study may be investigated in future research in order to validate the identified relationships among the pillars included in the framework. Moreover, the proposed framework allows the teams to be analyzed through a multidimensional view: structure, processes, and impacts. Practical implications:If the semantic boundaries of the communication are not well delineated, the differences in understanding can generate manifest conflicts. Moreover, the workload in a CFT seems to be larger and more complex than working in a functional activity; however, members perceive that it reduces the risk of unemployment and increases motivation. Originality/value:The present study contributes to the extant literature with the proposal of a set of new exploratory propositions that can support future quantitative research about the use of CFTs in the service industry context. Key words:Cross-functional team, Integration, Service company, Brazil.Paper type: Case study 2 IntroductionOver time, companies have learned to group activities, people, and resources into processes, turning functional silos into cross-functional relationships that, through collaboration, are able to meet the demands of the market (Galpin et al., 2007). The concept of cross-functional integration has emerged from the need to facilitate the coordination between departments within an organization that is necessary to succeed in the market place (Rho et al., 1994; Griffin and Hauser, 1996;Morash et al., 1996; Murphy and Poist, 1996; Krohmer et al., 2002; Daugherty et al., 2009; Pimenta, 2011).To better understand cross-functional integration, Pimenta et al. (2015) have derived five types of factors present in the cross-functional integration process. These are: points of contact, integration factors, formality/informality, integration level, and integration impacts.The factor "integration factors" brings together a variety of management tools, or states of interpersonal collaboration, whic...

show abstract

Section: Cross-functional Integrationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Integration through cross-functional teams in a service company

Oliveira

Pimenta

Hilletofth

et al. 2016

EBR

View full text Add to dashboard Cite

show abstract

“…The process of cross-functional integration consists of five elements (Pimenta et al, 2016). These elements are boundary spanning activities, Integration factors, level of integration, formality/informality, and impacts of integration.…”

Section: Introductionmentioning

confidence: 99%

Achieving Market Orientation Through Cross-Functional Integration

Murillo-Oviedo

Pimenta

Hilletofth

et al. 2019

OSCM: An Int. Journal

Self Cite

View full text Add to dashboard Cite

The purpose of this study is to understand how crossfunctional integration contributes to the market orientation of a company that strives to increase market responsiveness. A case study in the Brazilian beverages industry was conducted and empirical data was collected through fourteen in-depth interviews from various functions within the company. The findings indicate that cross-functional integration enables the company to achieve market orientation through two main processes: product launch and customer complaints. Crossfunctional integration enables a company to disseminate knowledge about organizational dynamics at both departmental and individual levels, to generate interdependency, to improve the awareness about the internal needs, and to improve the internal knowledge about the customer. This study shows that practitioners need to establish cross-functional integration, as it contributes to the market orientation of a company. Internal knowledge enables practitioners to create value through products and services, while still preserving the corporate image. It also shows that cross-functional teams and meetings are necessary to achieve market orientation in a company.

show abstract

“…Management must evaluate their current operational model and strive to find and integrate key SCM business processes along all principal participants to achieve the potential benefits from an integrated supply chain. This can include; cost reduction, generation of added value, reduction of cycle time, and development of competitive advantage (Halldorsson et al, 2007;Oliveira et al, 2016;Pimenta et al, 2016). This will help businesses focus on developing an entire PSSC to operate as a unique entity guided to fulfil the market demand for maintenance services.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Supply Chain Management Integration in Maintenance and Repair Services Sector

DeSouza

Haddud

2017

OSCM: An Int. Journal

View full text Add to dashboard Cite

The paucity of studies in the field of supply chain management (SCM) focusing on repairing and maintenance operations within the services sector is an undeniable reality. It is important to explore how operations of maintenance and repair services (MRS) are nowadays structured and positioned to understand their contributions to SCM effectiveness. This research explored the integration level between internal functional areas of services organisations and principal business processes of suppliers and customers. The research also identified key barriers faced by SCM practitioners when deploying SCM best practices and models across the repair services providers. The primary data was collected from 89 SCM leaders and managers from organizations working in a Middle-Eastern country through the use of an online survey. The results revealed that there is a good level of internal integration between main business functional areas within MRS operations, e.g. material planning, purchasing, logistics, contracts, finance, and sales, with exception of reverse logistics, an important business function to the effective management of product services supply chain (PSSC). The study also revealed a partial level of external supply chain integration among local PSSCs participants, wherein only three SCM business processes; i.e. suppliers' relationship management, order fulfilment, and service delivery management, are significantly integrated at interorganizational levels. Other crucial processes of SCM for PSSCs; customer relationship, services demand, services capacity, resources management, product and information flow management, and service product development, were all identified with a medium level of integration among local operations, which prevent local MRS organisation from generating additional values in terms of services and products quality improvement, product lifecycle management, and development of innovative services solutions to the market. The study also revealed that organizational cultures, resources availability, lack of vision and comprehension from top management, and absence of trust and collaboration within SCM participants are the main obstacles associated with the deployment of models and SCM best practices within repairing services operations.

show abstract

Characteristics of cross-functional integration processes

Cited by 30 publications

References 51 publications

Integration through cross-functional teams in a service company

Integration through cross-functional teams in a service company

Achieving Market Orientation Through Cross-Functional Integration

Supply Chain Management Integration in Maintenance and Repair Services Sector

Contact Info

Product

Resources

About