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Moderating Effect of Team Distributedness on Organizational Dimensions for Innovation Project Success

Moderating Effect of Team Distributedness on Organizational Dimensions for Innovation Project Success

Mario Bourgault, Nathalie Drouin, Hélène Sicotte, Jaouad Daoudi
Copyright: © 2010 |Volume: 6 |Issue: 4 |Pages: 20
ISSN: 1548-3908|EISSN: 1548-3916|EISBN13: 9781613502365|DOI: 10.4018/jthi.2010100102
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MLA

Bourgault, Mario, et al. "Moderating Effect of Team Distributedness on Organizational Dimensions for Innovation Project Success." IJTHI vol.6, no.4 2010: pp.14-33. http://doi.org/10.4018/jthi.2010100102

APA

Bourgault, M., Drouin, N., Sicotte, H., & Daoudi, J. (2010). Moderating Effect of Team Distributedness on Organizational Dimensions for Innovation Project Success. International Journal of Technology and Human Interaction (IJTHI), 6(4), 14-33. http://doi.org/10.4018/jthi.2010100102

Chicago

Bourgault, Mario, et al. "Moderating Effect of Team Distributedness on Organizational Dimensions for Innovation Project Success," International Journal of Technology and Human Interaction (IJTHI) 6, no.4: 14-33. http://doi.org/10.4018/jthi.2010100102

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Abstract

This article addresses the issue of geographically distributed work teams that carry out new product development projects. These are task-oriented, goal-driven, temporary teams that use ICTs. This exploratory study measures the moderating affect of team distributedness on the relationships between organizational and workforce management best practices and two measures of project success (efficacy and effectiveness). Data were obtained from real teams working in Canadian companies in diverse high-tech industries. The results show a moderating effect of team distributedness, which is interesting in that the distributedness factor is examined from a different perspective, that is, as a moderating rather than an explanatory dimension.

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