Enterprise system programs: Goal setting and cooperation in the integration team

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

“…This dimension captures the “ongoing process in which the different internal functions that manage a company’s supply chain work together to maintain a reciprocal flow of information that supports collective decision-making and action” (Pellathy et al , 2019, p. 5). This communication-oriented focus can also be seen in cross-functional project teams to manage information flows for internal and external customers as well (Chang et al , 2019; Ganotakis et al , 2013; Ståhle et al , 2019). Terminology can become a barrier in cross-functional teams and integration, unless enough effort is invested in cross-functional communication (Ashenbaum et al , 2020).…”

“…According to Oliva and Watson (2011), information quality and constructive engagement in terms of how information is processed are critical to effective cross-functional communication, which is one of the three dimensions mentioned by Pellathy et al (2019). Indeed, different goal consensus and sufficient understanding of the full picture are necessary to facilitate crossfunctional efforts and reduce possibilities of conflict (e.g., Chang et al, 2019;Enz, Schwieterman and Lambert, 2019;Le Meunier-Fitzhugh and Massey, 2019). Cross-functional interactions and information sharing in regular cross-functional team meetings can ensure that functions learn about the perspectives of the other functions, reducing potential functional biases and clarity for all involved (Enz et al 2019;Le Meunier-Fitzhugh and Massey, 2019).…”

Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning

“…An organization must benefit from mutual reliance and interests since the competencies, perspectives, and goals of each group differ, in this case, differences being between the project teams and the executive/management teams. Specific suggestions appear in more recent studies that require a strategic consensus involving both executives and project management (Chang et al, 2019). Constructive controversy practice allows diverse interests to drive toward creative solutions and improved understanding across multiple interests (Johnson, 2015).…”

The Pursue of the Customer Loyalty: Study on Consumer Ovo Digital- Wallet Users in Jakarta

“…The business with the market-based management in marketing science that should in the globalpandemic situations within an emerging market, need more the marketer-skill, effort, direction, persistence and the task marketing strategies within the digital-marketing, salesperson experiences and the integration marketing-team as the research gaps from the previous research that could leads to the distinctive marketing-performance and customers value co-creation and an implication on customer loyalty, that it not to be confirm result of the research on the digital-wallet within the fin-tech recently in among firms. (Fu, 2009;Harrigan, Evers, Miles, & Daly, 2017;Xu, Wang, & Wen, 2019), (Bitter & Grabner-Kräuter, 2016;Chang, Jiang, Klein, & Wang, 2019;Day, Crown, & Ivany, 2017) Moreover, the business gap within the level of the customer loyalty to utilize the digital-wallet in Jakarta, could be provide and indicated the fluctuated condition and could describe on entire situations, as show table 1, below: Nevertheless, in global-pandemic have the decreased, more challenging, and need the wellmanagement, while empirical evidence to attempt the best digital-marketing performance to utilize the digital-wallet more broadly in business transactions. (Cooper & Sommer, 2016;Lindsjørn, Sjøberg, Dingsøyr, Bergersen, & Dybå, 2016) Many the digital-wallet have the organizational policy-change because of the global-pandemic within very poor-process in the firms and it could have an impact to the digital-marketing-performance to improve the business-value and the customer loyalty as the task performance in marketing divisions.…”