A Path Analysis of R&d Team Coordination and Performance

Present theory and empirical research on behavioral phenomena in R&D management are both noncumulative and nonintegrative. The present research attempts to fill a portion of this lacuna by empirically examining the relationship between R&D team coordination and performance and how it is influenced by task certainty, task interdependence, team cohesiveness, and team size. The results of the study indicate that coordination in R&D teams is related to their performance. Further, it was found that all of the variables with the exception of team size were antecedents of either team coordination or performance. These and other results are discussed in the context of group dynamics and past research.