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The role of team reflexivity as a mediator between project management skills, task familiarity, procedural justice, and product performance

Published online by Cambridge University Press:  05 July 2017

Wann-Yih Wu
Affiliation:
Department of Business Administration, Nanhua University, Chiayi, Taiwan
Adriana Amaya Rivas*
Affiliation:
Escuela Superior Politécnica del Litoral, ESPOL, ESPAE Graduate School of Management, Guayaquil, Ecuador
Yen-Chun Chen
Affiliation:
Department of International Business Administration, Chinese Culture University, Taipei, Taiwan
*
Corresponding author: [email protected]

Abstract

Even though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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