Technical professionals in cross-functional teams: their quality of work life

Abstract

The idea that R&D professionals typically spend a considerable amount of their time working as members of teams makes sense. After all, plenty of research indicates that the use of cross-functional teams improves the effectiveness of product development efforts. However, the increasing use of cross-functional teams raises an important question for researchers and R&D practitioners: Does the use of cross-functional teams improve the quality of work life for technical professionals? Rene Cordero, George F. Farris, and Nancy DiTomaso address this question in study of 1,714 R&D professionals working on projects. They suggest that being a member of a cross-functional team may be more demanding than working as a member of a functional project group. On the other hand, they expect that working on a cross-functional project team may be more rewarding than working in a functional project group. Their study tests these hypotheses by examining the relationships between measures of the extent to which respondents work on cross-functional teams and five measures each of the participants’ job demands and positive job outcomes. The study identifies positive relationships between working on cross-functional teams and the five positive job outcomes studied: job growth, job security, membership in successful teams, earning money, and job satisfaction. The study finds less consistent and weaker relationships between working on cross-functional teams and the five job demands studied. Specifically, the study identifies positive relationships between working on cross-functional teams and the following job demands: effort, job involvement, and considering a lot of difference of opinion. The results of this study do not find a conclusive relationship between cross-functional team membership and time pressure. And contrary to expectations, the study finds a negative relationship between working on cross-functional teams and job stress. Comparing the responses of participants who work on project teams with those who do not, the results of the study indicate that respondents who work on project teams face greater job demands than positive job outcomes. However, working on cross-functional teams seems to increase positive job outcomes more than job demands. In other words, working on cross-functional teams appears to increase the quality of work life for the technical professionals in this study.