Radical Innovation Without Collocation: A Case Study at Boeing-Rocketdyne1,2
MIS QuarterlyPublished 1 June 2001
Arvind Malhotra, Ann Majchrzak, Robert Carman, Vern Lott
Citations403
SJR quartileQ1
SJR score4.49
SNIP2.65
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TL;DR
The behavior of members of a VC3 team is described to derive implications for research on virtual teaming, especially for studying teams within emerging contexts such as the one observed in Boeing-Rocketdyne.
Abstract
This paper describes how a unique type of virtual team, deploying a computer-mediated collaborative technology, developed a radically new product. The uniqueness of the team—what we call VC3 teams, for Virtual Cross-value-chain, Creative Collaborative Teams—stemmed from the fact that it was inter-organizational and virtual, and had to compete for the attention of team members who also belong to collocated teams within their own organizations. Existing research on virtual teams does not fully address the challenges of such VC3 teams. Using the case of Boeing-Rocketdyne, we describe the behavior of members of a VC3 team to derive implications for research on virtual teaming, especially for studying teams within emerging contexts such as the one we observed. The data we collected also allowed us to identify successful managerial practices and develop recommendations for managers responsible for such teams.
Keywords
PsychologySocial SciencesBusiness, Management and Accounting
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