Abstract
Summary form only given as follows. One of the most effective methods for managing complex technology-based new product development efforts is by cross-functional teamwork. Managing a cross-functional team requires considerable skills as effective teamwork is seldom an automatic process. This paper explores the nature of cross-functional teamwork, the issues encountered when a group of talented people attempt cross-disciplinary work, the role of the team leader, characteristics of a team's charter, the team development process for cross-functional teams, and how senior management can support and facilitate the process. Several implications for team leaders are also given.
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