The effect of reward structures on the performance of cross-functional product development teams

被引：203
作者：
Sarin, S [1 ]
Mahajan, V
机构：
[1] Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12181 USA
[2] Univ Texas, Dept Mkt, Austin, TX 78712 USA
来源：
JOURNAL OF MARKETING | 2001年 / 65卷 / 02期
关键词：
D O I：
10.1509/jmkg.65.2.35.18252
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This study examines the effect of reward structures on the performance of cross-functional product development teams. Results suggest that when it is easy to evaluate individual performances, position-based differential rewards lead to greater satisfaction. For long and complex projects, process-based rewards have a negative effect and outcome-based rewards have a positive effect on performance. For risky projects and highly competitive or relatively stable industries, a nonlinear and monotonically decreasing relationship exists between outcome-based rewards and product quality.
引用
收藏
页码：35 / 53
页数：19
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