posted on 2016-04-12, 10:48authored byRick (H.L.) Aalbers, Wilfred Dolfsma, Roger (Th.A.J.) Leenders
Social networks are an important driver for successful innovation, both at the individual level as well as the
organizational level. Recent research has also shaped that networks within teams can enhance performance. Innovative
project teams are embedded in an organizational context, however, and teams typically consist of people with expertise
from diverse backgrounds, and from different units. Team members may have ties to other teams, business units, and
hierarchical levels. Although it seems clear that such ties can influence team performance, remarkably little research
has focused on what is here referred to as vertical and horizontal cross-ties. Previous research may have ignored the
possibility that vertical and horizontal bridging ties may have different performance outcomes. Although the literature
suggests that diversity of input, or horizontal cross-unit ties will benefit team performance and innovativeness, there is
reason to believe that ties to higher levels in the organization might have an effect on project team performance and
innovativeness too. This article in particular studies the role of vertical cross-hierarchy ties. In an exploratory analysis
combining quantitative and qualitative results, it is distinguished between horizontal cross-unit and vertical crosshierarchy
ties and their contribution to new business development (NBD) project performance, thereby making a
substantial contribution to both academic literature and managerial practice. Our study is based on a multiple
case-study approach of several NBD project teams in a large European financial service provider. Our results show that
successful innovation project teams are characterized by a large number of cross-unit ties in combination with a large
number of cross-hierarchical ties compared with less successful project teams. Additionally, proof is found that vertical
cross-hierarchy ties should be concentrated rather than scattered across project members.
History
School
Loughborough University London
Published in
Journal of Product Innovation Management
Volume
22
Issue
2
Pages
141 - 153
Citation
AALBERS, R., DOLFSMA, W. and LEENDERS, R., 2016. Vertical and horizontal cross-ties: Benefits of cross-hierarchy and cross-unit ties for innovative projects. Journal of Product Innovation Management, 22(2), pp. 141-153.
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/
Acceptance date
2015-03-02
Publication date
2016
Notes
This is the peer reviewed version of the following article: AALBERS, R., DOLFSMA, W. and LEENDERS, R., 2016. Vertical and horizontal cross-ties: Benefits of cross-hierarchy and cross-unit ties for innovative projects. Journal of Product Innovation Management, 22(2), pp. 141-153., which has been published in final form at http://dx.doi.org/10.1111/jpim.12287. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving