Discovering the Keys to Becoming an Integrated Team

Project teams are rapidly becoming the primary mechanisms for innovation and change in modern organizations. As such, they are designed to capital-ize on leadership and integrated cross-functional teamwork and to negate sub-ordination and individual gamesmanship. Unfortunately, research on cross-functional project teams is scarce and largely atheoretical. The increasing use of these project teams by modern organizations, however, calls for theory de-velopment in this area. In the present paper, self-management and team-mak-ing models are applied to cross-functional project designs to develop a theoret-ical framework for the investigation of teamwork effectiveness for integrated cross-functional project teams. Future issues for theory development and re-search methodology are presented. Modern organizations must deal with new and more complex international environments, in which unstructured problem-solving throughout the organiza