Cross-functional Conflict Research Articles

Анализ реализации проектного управления в Воронежском регионе

Project management is a component of the modern Russian management system. The project approach involves the identification of the main goals and objectives, the development of program activities and the identification of implementers, the evaluation of the budget opportunities of the executive power. The article analyzes information on the implementation of national projects in the Voronezh Region. The existing governance structure of the authorities demonstrates functional isolation of elements, the presence of cross-functional conflicts and the lack of structured system communication between departments in achieving common goals and sub-optimal decisions. The main priority was application of funds rather than achievement of strategic goals and targets, there was a need for a lot of harmonization among the individual participants in the cross-cutting processes, staffs were not motivated to work on short time, with limited resources, etc. The project approach in the executive branch implies reaching of objectives under resource constraints. It provides cross-cutting integrated planning, monitoring of project deadlines, clear interconnection between decisions, communications. As a result, there is a clear understanding of who to ask and how to ensure that the project team’s work is focused on the result, based on the principle of limited time, focus and resource savings. The method chosen was performance analysis of the project budget. The study showed that the percentage of projects implemented decreased sharply in 2022 compared to 2021. It is only 55.2%. In 2022, the development of budget funds aimed at the implementation of national projects slowed down compared to 2021. In 2021–2022, within the regional projects «International Cooperation and Export», «Labor Productivity and Employment Support», «Small and Medium-sized Enterprises and Support for Business Initiative» no object is planned and completed.

Applying category management in procurement in manufacturing companies

Category management is a common tool of retail trade which implies product margins to be effectively run through an integrated approach to product category, i.e. control over procurement, pricing, promotion and marketing is centralized. However, category management tools, if borrowed to control procurement in manufacturing companies, cause numerous problems due to some specific restrictions: one part of goods purchased by a manufacturing company is modified during the production process, and the other part is oriented towards the internal customer, rather than external one. The paper develops the method for applying the tools and the introduction algorithm of category management to run procurement in manufacturing companies. The methodological basis of the research includes a system-based approach to forming a logistic system in a company and project approach in management. Through comparing value chains in different sectors, we introduce a fundamentally new concept of category approach to procurement management. Cost analysis helped justify the need for using the category approach within the framework of multi-link technologies so as to reduce procurement costs and solve the problem of increasing the competitiveness of companies. The case studies show that there are two ways to introduce category management in Russian manufacturing companies: category strategy and category team. The use of category team comprised of the representatives from the procurement office and related departments helps overcome cross-functional conflicts of interest and take a fresh look at purchases of familiar products. The team members develop and record a category strategy that describes the current situation in the market for product suppliers and possible optimization options, and regulates further actions on managing the category. The paper specifies the tools and algorithm for adopting the category approach, particularly when choosing a procurement strategy and formalizing it in the documents.

Lake regions under human pressure in the context of socio-economic transition in Central-Eastern Europe: The case study of Olsztyn Lakeland, Poland

Changes in land use and land cover (LU/LC) are one of the main contributors to global change. The fall of the Iron Curtain in 1989 resulted in massive socio-economic and institutional transformations that triggered changes in the LU/LC. The paper analyses the processes of land use/cover change in the shore zone of 145 lakes of the Olsztyn Lakeland in north-eastern Poland based on GIS data sets over a period of 30 years. This is a new approach aimed at analysing qualitative, quantitative and spatial changes in the shore zone of lakes related to socio-economic transformation in Poland. A very large decrease in agricultural land area was noted, which is currently an economically marginal class of land use in the shore zone of lakes. The decrease in the agricultural land area was related to a significant increase in the residential construction development and the process of afforestation. While the conversion of agricultural land was a positive phenomenon from the environmental point of view, the main threat to the shore zone of lakes was the expansion of settlement. Our results also showed a negative correlation between the surface of urban areas and the surface occupied by tourist accommodation facilities. This fact indicates a cross functional conflict between the settlement and tourism functions of the area in the lake shore zone. The results also indicate that the changes in the tourist accommodation base were mainly of a qualitative and spatial nature. This is probably due to a change in tourist preferences in terms of accommodation standards.

Identification complexity and conflict: how multiple identifications affect conflict across functional boundaries

ABSTRACTWe integrate insights from the social identity complexity and dual identification literature to explore the influence of workplace identification on cross-functional conflicts at work. We propose that patterns of identification across multiple identity targets will affect the development of cross-functional conflicts within an organization. We test our hypotheses in a two-wave study of 156 military personnel over a period of 4 months, finding support for our propositions. Specifically, we find that less complex patterns of identification (defined as dominant identification with a single workplace identity) are associated with higher increases in process, task and relationship conflict during cross-functional working, compared to complex patterns of identification (identification with two or three targets) and weak identification. These findings have important implications for cross-functional working, and also provide new insights into the role of identification complexity in shaping workplace outcomes.

Cross-functional conflicts, effectiveness, and innovation performance: A symbiotic approach

Although cross-functional conflicts occur among departments, empirical research on the inherent mechanism remains scant. As conflict appears to be an element in innovation, by using a symbiotic approach combining traditional Confucian values and mainstream Western theories, this study of 135 Chinese high-tech companies investigates how various cross-functional conflict types influence cross-functional effectiveness, which in turn influences innovation performance. Results show an inverted U-shaped relationship for cross-functional task conflict and a negative relationship for cross-functional relationships on cross-functional effectiveness and innovation performance. Cross-functional effectiveness has a complementary mediation effect on the relationship between cross-functional task conflicts and innovation performance, and an indirect mediation effect on the relationship between cross-functional relationship conflicts and innovation performance. Trust moderates the relationship between cross-functional task conflict and cross-functional effectiveness, demonstrating a U-shaped relationship. Results are inconclusive about trust’s moderating effect between relationship conflict and cross-functional effectiveness. This study offers executives new guidelines for managing conflict and trust to improve their high-tech firm’s innovation climate.

A model of functional integration and conflict

Purpose – The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing. Design/methodology/approach – An interpretive single case research methodology is adopted. The authors rely on in-depth interviewing of managers in the production and purchasing functions of a construction company, as well as by its suppliers. Findings – Given low functional integration, antagonistic reasoning within each function and resultant conflicting behaviors are allowed to develop in a negative cycle, escalating the conflict between purchasing and production. This process leads to the creation of two opposing functional sourcing models that serve as blueprints for behavior. Research limitations/implications – The single case methodology was chosen to maximize depth and detail and form an ideal foundation for theory building. Future qualitative and quantitative studies should inquire further into the studied phenomenon to increase analytical and statistical generalizability of the proposed model. Practical implications – The findings can help managers understand how poor integration between functions can develop into cross-functional conflict. Facing a conflicting functional relationship, managers must resort to conflict resolution methods, instead of attempting to integrate, as several integrative devices are not appropriate in conflicting interfaces. Originality/value – The proposed model contributes by connecting the constructs of integration, group reasoning, and conflict, thereby generating knowledge on conflict development processes in cross-functional interfaces. Furthermore, the article contributes by uncovering the difficulties associated with implementing spend consolidation, a prevailing sourcing strategy.

Cross-functional alignment in supply chain planning: A case study of sales and operations planning

In most organizations, supply chain planning is a cross-functional effort. However, functional areas such as sales, marketing, finance, and operations traditionally specialize in portions of the planning activities, which results in conflicts over expectations, preferences, and priorities. We report findings from a detailed case analysis of a supply chain planning process that seemingly weathers these cross-functional conflicts. In contrast to traditional research on this area, which focuses on incentives, responsibilities, and structures, we adopt a process perspective and find that integration was achieved despite formal functional incentives that did not support it. By drawing a distinction between the incentive landscape and the planning process, we identify process as a mediator that can affect organizational outcomes. Thus, organizations may be capable of integration while functions retain different incentives and orientations to maintain focus on their stakeholders’ needs. Through iterative coding, we identify the attributes of the planning process that can drive planning performance—information, procedural, and alignment quality—but also find evidence that achieving alignment in the execution of plans can be more important than informational and procedural quality. In addition to process attributes, we also identify social elements that influenced the performance of the planning process and place the information processing attributes within a broader social and organizational context.

Cross-Functional Conflict, Conflict Handling Behaviours and New Product Performance in Spanish Firms

This paper posits an antecedents and consequences model of constructive conflict (or the benefits derived from cross-functional conflict). The managers of a sample of innovating Spanish firms perceive positive changes when the parties in conflict: (1) exchange information to solve problems; (2) emphasize their common interests; and (3) make an effort to maintain good relations. The results of the study also indicate that collaborating to seek a solution to conflicts between areas indirectly influences the new product programme performance through constructive conflict. © 2017 Wiley. All rights reserved.

Distributed AEC databases for collaborative design

The Architecture, Engineering and Construction (AEC) design process for a facility involves participation of many design specialists. These participants are architects, engineers (structural, mechanical and electrical) and contractors, who may be independent design professionals or design teams within an organization. From the viewpoint of information processing, two characteristic features distinguish the AEC design process from many other design domains. Firstly, there is a massive volume of design data involved in the design of each of its component specialties. Secondly, the specialization of the disciplines themselves warrant substantial autonomy. For design automation, this autonomy should be realized without sacrificing the collaborative nature of the multidisciplinary AEC design process. We propose autonomous AEC databases to deal with the first issue, and a global constraint maintenance mechanism for the second. Autonomous design databases can support the existing local applications in architectural, structural and mechanical engineering, and construction domains. However, a set of inter-disciplinary constraints needs to be enforced to ensure spatial and functional consistency of the design. A global constraint checking mechanism frees designers from the burden of keeping track of various design changes that may result in cross-functional conflicts. In this paper, we discuss the relevant issues for constraint management on distributed AEC databases. Although specific AEC examples will be used, the presentation is general enough to be applicable to other design domains, such as VLSI and manufacturing.