Building effective R&D teams: The senior manager's role

Research Technology Management

Volumn 41, Issue 5, 1998, Pages 28-35

  Harris, Richard C ^a,b,c,d   Lambert, Jean Trescott ^a,e,f,g  

^a Forum Corporation   (United States)

^b Essex Group   (United States)

^c Department of Obstetrics Gynecology   (United States)

^d ALLEGHENY COLLEGE   (United States)

^e Bank of Boston   (United States)

^f HARVARD BUSINESS SCHOOL   (United States)

^g HARVARD UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL RELATIONS; STRATEGIC PLANNING; SUPERVISORY PERSONNEL;

TRANSFORMATIONAL MANAGEMENT; TRANSLATIONAL MANAGEMENT;

RESEARCH AND DEVELOPMENT MANAGEMENT;

EID: 0032166693     PISSN: 08956308     EISSN: None     Source Type: Journal    
DOI: 10.1080/08956308.1998.11671234     Document Type: Article

References (10)

1. Donnellon, Anne. Team Talk. Boston: Harvard Business School Press, 1996.
2. Taylor, Glenn L., Snyder, Louis J., Dahnke, Keith F, and Kuether, Gary. "Self-Directed R&D Teams: What Makes Them Effective? Research • Technology Management (November-December 1995), pp. 19-23.
3. Tagiuri, Renato. "Using Teams Effectively." Research • Technology Management (January-February 1995), pp. 12-13.
4. Industrial Research Institute, "Survey of Quality Directors," May 1996. Unpublished.
5. Harris, Richard C., Broderick, Maria, and Moreton, Joy. Core Competencies for the Team-Based Organization: Technical Report. Boston: The Forum Corporation, 1997.
6. Even though these ten practices did not show a statistical correlation with results, they should not be dismissed as without value. Further analysis showed a high statistical correlation of these practices to other practices. That is, all of the non-predictive practices correlated to a statistically significant degree with a majority of other practices, although none became equal to a key practice when considered in the context of a set of the other practices to which each was most strongly related. It is possible that these practices work well with other practices, perhaps as catalysts. If the correct contextual variables, now unknown, were taken into account, these practices might become more critical for senior managers seeking to be effective with teams.
7. Den Hartog, Deanne N., Van Muijen, Jaap J., and Koopman, Paul L. "Transactional Versus Transformational Leadership: An Analysis of the MLQ; Multifactor Leadership Questionnaire." Journal of Occupational and Organizational Psychology (March 1997), pp. 19-33.
8. Mohrman, Susan Albers, Cohen, Susan G., and Mohrman, Jr., Allan M. Designing Team-Based Organizations. San Francisco: Jossey-Bass Publishers, 1995.
9. Buck, J. Thomas. "The Rocky Road to Team-Based Management." Training and Development (April 1995), pp. 35+.
10. Senge, Peter M. "The Leader's New Work: Building Learning Organizations." Sloan Management Review (Fall 1990), pp. 7-23.