Repeated Interaction in Teams: Tenure and Performance

Villas-Boas, J. Miguel

doi:10.1287/mnsc.2018.3228

Cited by 9 publications

(1 citation statement)

References 29 publications

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“…As a form of social control, team members can punish free riders when they are able to observe individual efforts. But research shows that the benefits of working as a team tend to decrease over time (Villas-Boas, 2020) and salespeople that observe their team members’ true (i.e. low) effort, rather than only their output, also decrease their own effort (Lim and Chen, 2014).…”

Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Plouffe,

DeCarlo,

Fergurson

et al. 2023

EJM

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Purpose This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective. Design/methodology/approach After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs. Findings The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination. Research limitations/implications The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018). Practical implications This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance. Originality/value Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.

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Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Plouffe,

DeCarlo,

Fergurson

et al. 2023

EJM

View full text Add to dashboard Cite

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Collaborative dynamics in open source software development: Unveiling the influence of team interaction and the role of project manager

Pal,

Nair,

Zuo

2024

J of Ops Management

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As the world becomes increasingly reliant on open‐source software (OSS) development platforms, collaborative communication networks are becoming more complex, resulting in non‐trivial effects on project performance. This study examines the impact of communication network characteristics on project performance, measured in terms of the number of issues closed within OSS projects. Additionally, this research examines how this project outcome is affected by project managers' active participation in these communication networks. Using a panel dataset of 1599 projects spanning 104 weeks, with a total of 120,243 observations, we find that the density of communication network has an inverted U‐shaped relationship with project performance, that is, as the density of the communication network formed by team member interactions increases, project performance initially increases but then starts to decrease. Meanwhile, a project manager's participation in the communication network has no direct positive impact on project performance, but it flattens the inverted U‐shaped relationship, that is, it reduces the rate of decrease in project performance after the density of the communication network formed by project team members crosses the inflection point. These results provide valuable insights into the dynamics of communication networks in OSS projects and can help develop strategies for improving project performance.

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Strategic team design for sustainable effectiveness: A data-driven analytical perspective and its implications

Huang,

Su,

et al. 2024

Decision Support Systems

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Repeated Interaction in Teams: Tenure and Performance

Cited by 9 publications

References 29 publications

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Collaborative dynamics in open source software development: Unveiling the influence of team interaction and the role of project manager

Strategic team design for sustainable effectiveness: A data-driven analytical perspective and its implications

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