Managing the Unexpected Across Space: Improvisation,Dispersion, and Performance in NPD Teams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.     

Time discounting for primary and monetary rewards

This paper reports a positive and statistically significant relation between short-term discount rates elicited with a monetary and a primary reward (chocolate). This finding suggests that high short-term discount rates are related to an underlying individual trait.     

The Effects of Extrinsic Cues on Olive Oil Price in Brazil

Over the past two decades, world olive oil consumption registered an impressive growth. Although olive oil consumption remains concentrated in the main producer countries surrounding the Mediterranean Sea (“traditional” markets), it is also growing rapidly in many other countries all over the world, where olive oil is still largely perceived as a novelty food (“nontraditional” markets). This study focuses on the Brazilian market of olive oil, which is one of the most important nontraditional markets in terms of both its dimension and growth rates. A hedonic price model has been used to evaluate whether, and to what extent, extrinsic cues impact on the retail price of olive oil. Data were collected via direct observation of several e-shops where Brazilian consumers could purchase olive oil. Results show that the retail price of olive oil is highly influenced by extrinsic cues such as branding, labeling, and packaging.     

Immigration,socio-economic conditions and crime: a cross-sectional versus cross-sectional time-series perspective

This study purpose is to verify if there is an association between foreign immigration and crime. In doing this, the study investigates also some satellite aspects revolving around this possible association: the range of offences affected by immigration, the relationship between immigrant and native crime, and whether the immigration impact on crime is direct or indirect. The present study has addressed these issues by both a cross-sectional and a longitudinal analysis, the latter including an instrument. The study is based on data of the Italian provinces. Italy represents a critical case for studying the migration–crime relationship, because in this country the rise in foreign immigration has been sudden and its pace feverish. The cross-sectional analysis findings show that crime intensities are affected by time-invariant factors and marginally by immigration. On the contrary, the longitudinal analysis shows that variations in immigration had a positive impact on both the most serious and the most common offences, on property crimes as well as on crimes of violence. There is no evidence of indirect effects of immigration on crime or of a link with native crime. In contrast to previous literature regarding the U.S., Canada, and Australia, these results suggest that a spiralling immigration can affect crime. In terms of methods, these findings show that the standard synchronic analysis models can be biased by non-observed factors and that therefore cross-sectional time-series models can offer significant advantages.     

HOMEOSTATIC VERSUS ACTIVE POLICIES IN A NONLINEAR OPTIMAL CONTROL PROBLEM

Perfect foresight dynamics require local determinateness and, consequently, sensitivity to initial conditions. If such dynamics have to be computable, exact integration is needed. We study a non-linear optimal control problem which cannot be integrated exactly; we also introduce some simpler, implementable policy rules and compare their relative performance. Our results make out a case against perfect foresight as a positive theory of expectations formation and as a useful modelling tool.     

Investigating the Robustness of Macroeconomic Inference to Measurement Errors: The Case of the Consumer Decision Interval

That economists know next to nothing about measurement errors is not a good reason to assume them away. A more meaningful approach might be to investigate under which classes of measurement errors a given null hypothesis is rejected or not rejected. This paper illustrates this approach for the question of whether consumers make decisions at high or low frequency. It is shown that, with monthly data and assuming no measurement errors, a model of consumer behaviour that takes into account the durability of non-durable goods corroborates the low-frequency hypothesis. The paper then investigates the classes of measurement errors for which this conclusion does and does not hold.
JEL Classification Numbers: C4, E2.     

On Lipschitz continuity of policy functions in continuous-time optimal growth models

Summary. This paper proves the C ^1,1 differentiability of the value function for continuous time concave dynamic optimization problems, under the assumption that the instantaneous utility is C ^1,1 and the initial segment of optimal solutions is interior. From this result, the Lipschitz dependence of optimal solutions on initial data and the Lipschitz continuity of the policy function are derived, by adding an assumption of strong concavity of the integrand. Received: July 29, 1996; revised version: November 25, 1997     

How Teamwork Matters More as Team Member Dispersion Increases*

Product development teams become increasingly dispersed because innovative project tasks require the input of specialized knowledge at multiple locations. Prior analyses indicate that as team member dispersion increases teams find it more difficult to perform high‐quality teamwork. Moreover, the literature has largely assumed that the performance effect of teamwork in innovative projects would be driven by the nature of the project task and that this would be true regardless of the degree to which team members were co‐located. The present study argues, however, that teamwork affects team performance more strongly as team member dispersion increases. Two main reasons for this are discussed: (1) High‐quality teamwork can leverage the increased knowledge potential of dispersed teams; and (2) team leaders in more dispersed teams have little possibility to compensate low‐quality teamwork through hands‐on leadership. Responses from 575 managers, team leaders, and team members of 145 new product development (NPD) projects in the software industry were used to analyze the moderating effect of team member proximity on the relationship between teamwork quality and team performance. Using regression analysis, support is found for the initial hypothesis that team member dispersion moderates the relationship between teamwork quality and team performance, that is, that increasing team member dispersion increases the positive impact of teamwork quality on team performance. As such, the present analysis advances understanding of dispersed teams, showing that teamwork quality not only is more difficult to achieve but also is more critical to team performance as team dispersion increases. Furthermore, low‐proximity teams can reach higher levels of effectiveness and efficiency than co‐located ones if they manage to achieve high levels of teamwork over distance. Thus, team dispersion may well be an opportunity and should not just be regarded as a liability to be overcome or avoided. This research recognizes that the vast majority of teams are neither perfectly co‐located nor perfectly virtual. There are many shades of gray between these two extremes, and various individual, team, task, and contextual characteristics may have an effect on how decreases—however small—in geographical proximity affect the process and performance of teams. Future research is encouraged to address such factors at different levels of analysis aimed at providing managers with recommendations for dispersed teamwork.