Cross-functional Integration and Performance: What Are the Real Benefits?
Research output: Contribution to journal › Article
Design/methodology/approach - The authors develop six propositions on how cross-functional integration affects performance and test the propositions in an international sample of 266 manufacturing plant organizations in nine countries.
Findings - The results strongly suggest that disaggregation of performance is important, because the effects of cross-functional integration on performance are contingent: even though the effects of achieved integration on several dimensions of operational performance are positive, the performance effect varies from one dimension to the next. This is an important finding given that performance has typically been treated at an aggregate level in prior research on the performance effects of integration.
Originality/value - Although most research on integration has focused on the performance implications in particular, theoretical work on the nature of the integration-performance relationship is required. In this paper, the authors argue the benefits of cross-functional integration to be fundamentally context-dependent and elaborate the link between integration and performance by developing the definition of the concept of integration further, as well as by disaggregation of performance, to its constituent dimensions.
|Journal||International Journal of Operations and Production Management|
|Publication status||Published - 2012|
|MoE publication type||A1 Journal article-refereed|
- Contingency theory, Cross-functional integration, Integration, Manufacturing industries, Operations and production management, Organizational issues, Performance, Surveys