Abstract
This research examines the role of team-based superordinate identity in influencing new product performance. The author also studies how several team-related factors affect superordinate identity and, through this psychological bond, influence new product performance. The findings, based on a sample of 118 teams, reveal that superordinate identity indeed enhances the performance of the new product developed by a team. Traditional group factors such as task interdependence and physical proximity do not play any role in influencing either superordinate identity or new product performance. Team longevity improves superordinate identity but has no effect on new product performance. Instead, a special team structure (i.e., high autonomy and outcome interdependence) improves both superordinate identity and new product performance. If interdepartmental connectedness in the firm is high, there is a reduced need for high autonomy in the team. Finally, the characteristics of the special team structure influence new product performance only through superordinate identity.
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