Complements or Substitutes?: The Effects of Organization Communication Routine and Project Team Management Practices on Innovation Capability (Classic Reprint) - Tapa dura

Sinopsis

Excerpt from Complements or Substitutes?: The Effects of Organization Communication Routine and Project Team Management Practices on Innovation Capability

The capability to mobilize knowledge and create new knowledge for innovation is a source of competitive advantage (prahalad and Hamel, 1990; Kogut and Zander, 1992; Leonard Barton, 1995; Nonaka and Takeuchi, 1995; Teece, Pisano, and Shuen, but empirical analysis explaining the factors and management practices that support this capability remains unclear (foss, 1997; Wemerfelt, On the one hand, the literature on innovation based in organization theory, which follows the integration-differentiation framework (lawrence and Lorsh, 1967; Nohria and Ghoshal, suggests that organization-level cross-functional communication patterns support this capability. Therefore, organization design that integrates different functions that generates cross-functional communication routine facilitates the development of this capability. On the other hand, the innovation literature based in organizational behavior tends to focus on the project team level of analysis (clark and Wheelwright, 1992; Dougherty, 1987; Griffin and Hauser, 1992; Ancona and Caldwell, 1992) and suggest that project team-level communication frequency facilitate this capability. This line of research suggests that project team management practices facilitate communication on project teams and therefore, support the development of this capability. Therefore. The question analyzed in this paper is: Are project team management practices complements or substitutes for the organization-level communication routine in developing the capability to mobilize knowledge and create new knowledge for innovation?

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