Abstract
This article investigates the respective influence of two different forms of communication on performance in new services development teams, namely, formal team meetings and informal cross-functional communication. Based on the work by Gebert and colleagues, the authors suggest a complementary relationship between these two forms of communication. They posit that team meetings enhance knowledge integration but may challenge knowledge generation. Inversely, they posit that cross-functional communication fosters knowledge generation but hinders knowledge integration. The authors therefore expect that cross-functional communication and team meetings will interact to predict team performance. A study on 55 new services development teams in consulting and financial services confirmed the authors’ hypothesis.
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