 This paper argues that our understanding of cross-functional team processes is incomplete and proposes the concept of a "functional wall" to bridge this gap in the framework.
Abstract:
In this paper we review cross-functional team effectiveness in the management literature and build an initial research model to be tested on the next phase of our project. We examined management research and theory relevant to cross-functional teams’ effectiveness and discovered that the existing frameworks to study this phenomenon are too general. Consequently our understandings of cross-functional team processes are incomplete and the research outcomes are inconsistent. To develop a better understanding of cross-functional teams, we updated the framework by introducing the concept of the functional wall. The functional wall surrounds team members and hinders cross functional teamwork. Through communication and reciprocal understanding team members can overcome the functional wall and improve a teams’ outcome.