Exploring the role of management and project team diversity and inclusion on product development and commercial performance
Access status:
Open Access
Type
ThesisThesis type
Doctor of PhilosophyAuthor/s
Runde, CarlAbstract
This thesis explores the mechanisms underlying how team diversity and inclusion affect the product development and product commercialisation performance. Extant literature draws primarily on company boards and top management teams for evidence of the economic benefits of diversity. ...
See moreThis thesis explores the mechanisms underlying how team diversity and inclusion affect the product development and product commercialisation performance. Extant literature draws primarily on company boards and top management teams for evidence of the economic benefits of diversity. These findings are inconclusive. This research analyses ten management and delivery team combinations from two co-located strategic business units operating in an international medical technology company at one of their global R&D facilities based in Australia. The teams were responsible for the design, development and launch of medical device products between March 2008 and May 2017. Gender, age and tenure diversity and perceived inclusion are investigated to determine how these influence on-time and within budget completion, the economic value-added – in terms of incremental revenue and margin – and overall performance as a combination of all four factors. The investigation finds that mostly homogeneous delivery teams directed by heterogeneous management teams produce outstanding outcomes. Low perceived inclusion is associated with project management performance; however, high levels of inclusion are essential to financial and overall performance. Interviews reveal that cognitive diversity and psychological safety are highly valued and prevalent where teams regularly interact on a level that transcends the requirements of the task at hand. The results contribute to closing gaps in the body of literature by demonstrating the importance of context when analysing the effects of diversity and inclusion on team performance. The findings confirm existing theory on the superordinate role of management in creating a climate conducive to performance. The findings support ongoing investigation into contextually anchored diversity conditions and are of value to practitioners creating high performing teams by suggesting task appropriate combinations of diversity conditions.
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See moreThis thesis explores the mechanisms underlying how team diversity and inclusion affect the product development and product commercialisation performance. Extant literature draws primarily on company boards and top management teams for evidence of the economic benefits of diversity. These findings are inconclusive. This research analyses ten management and delivery team combinations from two co-located strategic business units operating in an international medical technology company at one of their global R&D facilities based in Australia. The teams were responsible for the design, development and launch of medical device products between March 2008 and May 2017. Gender, age and tenure diversity and perceived inclusion are investigated to determine how these influence on-time and within budget completion, the economic value-added – in terms of incremental revenue and margin – and overall performance as a combination of all four factors. The investigation finds that mostly homogeneous delivery teams directed by heterogeneous management teams produce outstanding outcomes. Low perceived inclusion is associated with project management performance; however, high levels of inclusion are essential to financial and overall performance. Interviews reveal that cognitive diversity and psychological safety are highly valued and prevalent where teams regularly interact on a level that transcends the requirements of the task at hand. The results contribute to closing gaps in the body of literature by demonstrating the importance of context when analysing the effects of diversity and inclusion on team performance. The findings confirm existing theory on the superordinate role of management in creating a climate conducive to performance. The findings support ongoing investigation into contextually anchored diversity conditions and are of value to practitioners creating high performing teams by suggesting task appropriate combinations of diversity conditions.
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Date
2020Publisher
University of SydneyRights statement
The author retains copyright of this thesis. It may only be used for the purposes of research and study. It must not be used for any other purposes and may not be transmitted or shared with others without prior permission.Faculty/School
The University of Sydney Business School, Discipline of International BusinessAwarding institution
The University of SydneyShare