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• W2529454670 abstract "This research focuses on designing organizations, especially on the integration of functional units (e.g., manufacturing, R&D, marketing/sales). Cross-functional integration is one of the focal concepts in Operations Management (OM) and it has been approached both in the context of on-going operations as well as in the context of new product development. The existing literature on cross-functional integration focuses primarily on assessing the performance effects of integration and often takes the benefits of integration for granted. Some recent literature, however, suggests that there are costs related to integration. Hence, integration can be considered as an investment, inducing significant financial and managerial costs to the organization. Therefore, it is of fundamental importance to assess when integration is needed and the conditions under which it is essential. In order to understand the value of integration, the antecedents and effects of integration are addressed in this research. The research focuses on cross-functional integration at the manufacturing plant level. A theory-driven empirical research approach is taken. The theoretical basis of this research is in the contingency theory of organizations, especially the work of the early structural contingency theorists. In this research, integration is approached as an information processing phenomenon. Following the arguments of contingency theorists and information processing scholars, the research makes a distinction between three integration constructs: achieved integration, integration mechanisms, and requisite integration. Furthermore, it is suggested that organizations vary in terms of their needs for integration, and emphasis on complex lateral integration mechanisms is needed only when the requirements for integration are significant. The first main finding of this research is that the integration dimension of achieved integration has direct consequences in terms of performance; a high level of achieved integration has a positive effect on comparative manufacturing performance. The effect of cross-functional integration on different dimensions of performance is not similar, however; integration provides more value on some dimensions. The second finding is that plants differ in terms of the requirements for integration, and subsequently in terms of the use of integration mechanisms; when the requirements for integration are substantial, more emphasis is needed on lateral integration mechanisms, including cross-functional job rotation and cross-functional teams. Finally, the results indicate that especially a high emphasis on the development of new technology and product customization increase the need for cross-functional integration at manufacturing plant level. This research contributes to both Operations Management (OM) and Organization Theory (OT), although the main contribution of the research is to OM. To OM literature, this research contributes by (i) providing conceptual clarity to the concept of integration, (ii) conceptualizing…" @default.
• W2529454670 created "2016-10-14" @default.
• W2529454670 creator A5034007710 @default.
• W2529454670 date "2008-01-01" @default.
• W2529454670 modified "2023-09-23" @default.
• W2529454670 title "Managing cross-functional interdependencies - the contingent value of integration" @default.
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