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Interorganisationale Teams: Transaktionskostentheoretische Überlegungen und empirische Befunde zum Teamerfolg

  • Interorganisationale Teams
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Summary

Teams play an important role at the interface of a company with its customers in many settings. It can be observed in business practice that companies sometimes involve employees from customer companies in such teams.

This article studies the phenomenon of interorganizational teams. Interorganizationality of a team is conceptualized in terms of team composition and power distribution within a team. Drawing upon transaction cost theory the authors discuss performance outcomes of team interorganizationality. Hypotheses testing is based on a sample of more than 200 teams across several industries. Results indicate a positive impact of interorganizationality on team performance. Furthermore, this effect is positively moderated by situational characteristics such as market related dynamism, task related dynamism, and task related complexity.

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Authors and Affiliations

  1. Inhaber des Lehrstuhls für Betriebswirtschaftslehre, insbesondere Organisationstheorie, Universität der Bundeswehr Hamburg, Holstenhofweg 85, 22043, Hamburg, Deutschland

    Michael Gaitanides

  2. Lehrstuhls für Unternehmensführung und Organisation, Institut für Angewandte Betriebswirtschaftslehre und Unternehmensführung, Universität Karlsruhe, Postfach 69 80, 76128, Karlsruhe, Deutschland

    Ruth Stock (Vertretung)

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  1. Michael Gaitanides
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Correspondence to Michael Gaitanides.

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Bevorzugte Arbeitsgebiete: Organisationstheorien, Prozessmanagement, interorganisationale Beziehungen.

Bevorzugte Arbeitsgebiete: Teamorganisation, marktorientierte Unternehmensführung, Kundenbeziehungsmanagement.

Die Autoren danken der Deutschen Forschungsgemeinschaft für die Förderung des Habilitationsprojektes, in dessen Rahmen dieser Beitrag entstanden ist.

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Gaitanides, M., Stock, R. Interorganisationale Teams: Transaktionskostentheoretische Überlegungen und empirische Befunde zum Teamerfolg. Schmalenbachs Z betriebswirtsch Forsch 56, 436–451 (2004). https://doi.org/10.1007/BF03372744

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