Cross-functional team selection concerning members' cooperative effects and capabilities overlap
Article first published online: 28 SEP 2009
Copyright © 2009 John Wiley & Sons, Ltd.
Systems Research and Behavioral Science
Volume 27, Issue 3, pages 301–318, May/June 2010
How to Cite
Hsieh, P. J. (2010), Cross-functional team selection concerning members' cooperative effects and capabilities overlap. Syst. Res., 27: 301–318. doi: 10.1002/sres.1003
- Issue published online: 4 MAY 2010
- Article first published online: 28 SEP 2009
- Manuscript Accepted: 4 AUG 2009
- Manuscript Received: 1 MAY 2007
- Knowledge topography;
- Cross-functional team;
- Cooperative effect;
- Capability overlap
The capabilities that are embodied in the members of the cross-functional team represent a significant project resource. The extent to which there is a good fit among these resources and the project can impact on the effectiveness of operations. While cross-functional project organizations have become common, many enterprises are not able to recognize the capabilities of individual project members or the teams as a whole. In this study, an integrated approach has been proposed. The assessment criteria of the proposed approach take into account interpersonal characteristics such as the non-additive team members' cooperative effects and capability overlap, which have rarely been investigated and evaluated in previous studies. Specifically, instead of selecting candidate team members to form a team, this approach involves selecting a proper team from competitive project teams, which is a kind of team selection problem usually confronted in project-based organizations. Several sound mathematical methods, including fuzzy measure, similarity analysis, and fuzzy programming, are used in the approach. An illustration from a real-world six sigma project team selection demonstrates the implementation of the approach. Copyright © 2009 John Wiley & Sons, Ltd.