m O P - A TOOL FOR INTEGRATING

TECHNOLOGY WlTH THE ORGANIZATION

SOCIAL INTERACTION AND INNOVATIVE

PROJECT PERFORMANCE

'

Michael T. Wood
and
Mitchell Fleischer
Industrial Technology Institute

Scott Seibert

The purpose of this study is to examine the effects of

different frequencies, types, and patterns of social
interaction on cross-functional integration and R&D
project performance. Network analytic techniques are
used to derive density and multiplexity measures from
the work-related communication and friendship
patterns as they occur across functional boundaries.
These variables are then related to questionnaire
measures of functional integration defined in terms of
levels of coordination, responsiveness, information
sharing, and conflict resolution among functional
departments.

and

Ann Majchrzak
University of southern California
W O P is a systematic, structured approach for
planning the introductionof technology so as to bring
about a High Integration of Technology,
Organization, and People. The approach, based on
sociotechnical theories of organization and human
resources, involves using methodologicaljob aids to
work through the implications of the technology with
teams from the user organizations. People
representing functionsof manufacturing, engineering,
design and human resources examine the critical
technical feahues of the technology. Through an
iterative pn>cess of discussion and assessment, the
team traces the impacts of the technology features on
essential task requirements, and the implications of
those requirements for skill profiles, selection and
training needs, and organizational and job designs,
including reward systems. This paper describes the
development and use of HITOP and demonstrates
some applications for implementing new
manufacturing technologies. Field tests have shown
the approach to be useful for integrating technology
introduction in plants involving computer
manufacture, printed circuit-board production, and
optical scanning of dies for auto parts. In those cases,
the application of HITOP has produced improvements
in technical designs and implementation plans for
follow-up training activities.

Results based on a small initial data set show that a

more centralized pattern of work-related communication between engineering project personnel and
their counterparts in other functional departments is
associated with more positive evaluations of the project from the members of those other functions.
Apparently, interdepartmental communication
channeled through one or a few individuals leads to
better project coordination.
Analysis of the friendship relations reveals a different
pattern, however. A diffuse rather than centralized
pattern of friendship ties between departments is
associated with a more constructive and satisfactory
approach to resolving conflicts. Indeed, the number
of friendships between departments was a stronger
determinant of reported cooperation and satisfaction
with conflict resolution than was the amount of
regular work-related communication.
The implication of these findings is that both formal
and informal channels of communication are
important in the new product development process,
but they affect different aspects of project
performance. Therefore, the pattern and type of
interaction which should be promoted within the
organization depends on the current needs and
priorities of the project and the department.

Direct inquiries to: Michael T. Wood, Industrial

Technology Institute, P.O. Box 1485, AM Arbor, MI
48106 USA

Direct inquiries to: Scott Seibert, 901 Dryden Road,

#33, Ithaca, NY 14850 USA

112