Does Military Integrated Product Team Performance Predict Commercial Cost Reduction Program Success?

Yıl 2016, Cilt: 4 Sayı: 2, 51 - 60, 07.04.2016

Robert Smith Mohamad Hammoud

https://doi.org/10.17858/jmisci.38992

Öz

In the early 1990s, U.S military leaders began to copy commercial enterprises by assembling integrated product teams (IPTs) to adapt and implement commercial cost reduction programs (CCRPs) for military organizations. However, no evidence existed in literature that military IPT performance related to CCRP success. A non-experimental quantitative correlational study was conducted to find whether or not a relationship existed between military IPT performance and CCRP success.  A questionnaire distribution yielded 80 acceptable responses, and Spearman’s rank order correlation and ordinal regression were employed for correlation and predictor significance analyses, respectively.  The Spearman correlation coefficient analysis results revealed a strong positive relationship between the IPT Performance and CCRP Success, rs = .70, p < .01.  The correlation coefficients between each of the six variables of IPT Performance and CCRP Success were IPT Communication rs = .64, p < .01, IPT Coordination rs = .57, p < .01, IPT Balance of Member Contributions rs = .51, p < .01, IPT Mutual Support rs = .65, p < .01, IPT Effort rs = .36, p < .01, and IPT Cohesion rs =.67, p < .01.  Ordinal regression analysis yielded three significant predictors, IPT Coordination (Estimate = .23), IPT Effort (Estimate = -.40), and IPT Cohesion (Estimate = .24). Military managers should first assess whether or not their organizational systems are conducive to hosting IPTs and whether or not their organizations contain the necessary resources for hosting IPTs. Future researchers should employ a larger sample and a qualitative study to observe team interactions for identifying characteristics of teams and team members.

Anahtar Kelimeler

Commercial cost reduction programs, integrated product teams, military, team performance, program success, integrated product, and process development

Kaynakça

• Al-Rawi, K. (2008). Cohesiveness within teamwork: The relationship to performance effectiveness – case study. Education, Business, and Society: Contemporary Middle Eastern issues, 1(2), 92-106. doi:10.1108/17537980810890284
• Belay, A. M., Helo, P., Takala, J., & Kasie, F. M. (2011). Effects of quality management practices and concurrent engineering in business performance. International Journal of Business and Management, 6(3), 45-62. Retrieved from http://www.ccsenet.org/journal/index.php/ijbm/article/view/9692/6945
• Blanchard, B. S., & Fabrycky, W. J. (2011). Systems engineering and analysis (5th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
• Boyle, T., Kumar, V., & Kumar, U. (2006). Concurrent engineering teams II: Performance consequences of usage. Team Performance Management, 12(5/6), 125-137. doi:10.1108/13527590610687893
• Brown, S., & O'Donnell, E. (2011). Proactive personality and goal orientation: A model of directed effort. Journal of Organizational Culture, Communication and Conflict, 15(1), 103-119. Retrieved from http://www.thefreelibrary.com/Journal+of+Organizational+Culture%2c+Communications+and+Conflict/2011/January/1-p52552
• Dayan, M., & Di Benedetto, A. (2008). Procedural and interactional justice perceptions and teamwork quality. Journal of Business and Industrial Marketing, 23, 566-576. doi:10.1108/08858620810913371
• Dayan, M., & Di Benedetto, C. (2009). Antecedents and consequences of teamwork quality in new product development projects. European Journal of Innovation Management, 12(1), 129-155. doi:10.1108/14601060910928201
• De La Torres-Ruiz, J., Aragón-Correa, J. A., & Ferrón-Vílchez, V. (2011). Job-related skill heterogeneity and action team performance. Management Decision, 49, 1061-1079. doi:10.1108/00251741111151145
• Drouin, N., Bourgault, M., & Gervais, C. (2010). Effects of organizational support on components of virtual project teams. International Journal of Managing Projects in Business, 3(4), 625-641. doi:10.1108/17538371011076082
• Fruchter, R., & Courtier, R. (2011). Building common ground in global teamwork through re-representation. Artificial Intelligence and Society, 26(3), 233-245. Retrieved from http://link.springer.com/article/10.1007%2Fs00146-010-0303-5
• Furlough Tentative Timetable. (2013, March 8). Retrieved from http://www.robins.af.mil/news/story.asp?id=123339303
• Hoegl, M., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization Science, 12, 435-449. Retrieved from http://orgsci.journal.informs.org/
• Howe, J. A., Theole, B. A., Pendley, S. A., Antoline, A. F., & Golden, R.D. (2009). Beyond authorized versus assigned: Aircraft maintenance personnel capacity. Air Force Journal of Logistics, 33(1), 122-133. Retrieved from http://www.aflma.hq. af.mil/lgj/journals.asp
• Jean-Baptiste, R. (2009). Can accountants bring a positive contribution to ERP implementation? International Management Review, 5(2), 81-89. Retrieved from http://www.wiley.com/bw/journal.asp?ref=1460-8545
• Judeh, M. (2011). An examination of the effect of employee involvement on teamwork effectiveness: An empirical study. International Journal of Business and Management, 6(9), 202-209. doi:10.5539/ijbm.v6n9p202
• McAneny, P, J. (2010). Red is good: Transformational changes for Air Force aircraft maintenance. Air Force Journal of Logistics, 34(1/2), 120-133. Retrieved from http://www.aflma.hq.af.mil/lgj/journals.asp
• Peus, C., Wesche, J. S.. Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107, 331-348. doi:10.1007/s10551-011-1042-3
• Schein, E. H. (2009). Helping: An urgent new role for leaders. Ivey Business Journal Online, 9/10. Retrieved from http://www.iveybusinessjournal.com/topics /leadership/helping-an-urgent-new-role-for-leaders
• Sonnentag, S., & Volmer, J. (2009). Individual-level predictors of task-related teamwork processes: The role of expertise and self-efficacy in team meetings. Group & Organization Management, 34(1), 37-66. doi:10.1177/1059601108329377
• The White House. (2011). Fact sheet: Bipartisan debt deal: A win for the economy and budget discipline. Retrieved from http://www.whitehouse.gov/the-press-office/2011/07/31/fact-sheet-bipartisan-debt-deal-win-economy-and-budget-discipline
• The White House. (2013). Statement by the President on H.R. 3304. Retrieved from http://www.whitehouse.gov/the-press-office/2013/12/26/statement-president-hr-3304
• U.S. Congress. (2011). Budget Control Act of 2011. Retrieved from http://www.gpo.gov/fdsys/pkg/BILLS-112s365enr/pdf/
• U.S. Merit Systems Protection Board. (2005). Contracting officer representatives: Managing the government’s technical experts to achieve positive contract outcomes. Retrieved from http://www.mspb.gov/netsearch/viewdocs.aspx?docnumber=224103&version=224322&application=ACROBAT
• Xu, J., & Griffin, T.L. (2010). A rational analysis of the effects of memory biases on serial reproduction. Cognitive Psychology, 60(2), 107–126. Retrieved from http://eric.ed.gov/?id=EJ863555
• Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Mason, OH: South-Western Cengage Learning.