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"… a man willing to put himself on the line for an idea of
doubtful success. He is willing to fail. But he is capable of using any and every means of informal sales and pressure in order to succeed."

“Champions are defined as individuals who informally emerge in an organization and make a decisive contribution to the innovation
by actively and enthusiastically promoting its progress through the critical organizational stages.”

(1) Expresses Enthusiasm and Confidence
(2) Persists under Adversity
(3) Gets the Right People Involved

Barriers of Will
> Investment
> Acceptance

Barriers of Capability
> Development
> Implementation

Main task Bridging Boundaries

A person

• who actively and intensively
• advances inter-organizational exchange processes
• through good personal relationships to key actors  who dispose of critical resources

Power sources

• Social competences
• Knowledge of networks
• A portfolio of relationships

• No knowledge of appropriate partners > matching prob
• No will to cooperate  > trust & commitment prob
• No ability to cooperate > understanding prob
• No permission to cooperate > third-party prob

>> Relationship Promotors help to surmount these inter-organizational barriers

inward-looking roles of expert-, process- and relationship-promotor show growing negative effects

The negative effects of the power promotor are explained by the highly innovative projects that could not be improved by increasing resources. Because of that, the common reason for positive effects of TMTs does not apply.

The higher the degree of innovation – the more heavily the top
management will be overstrained  – the more it should count on
lower and middle management, whose professional task it is to
deal with challenging projects. 

outward-looking roles of technological gatekeeper, relationship-
promotor and project leader show growing positive effects.

Explaination:
With a new technology not only the technological knowledge of the
innovating company changes, but also of their competitors, customers, suppliers and research partners. 

That is why the company also has to keep up with this newly arising
external knowledge and its new applications.

A team can be defined as a social system of three or more people, which is embedded in an organization (context), whose members have a common identity, and who collaborate on a common task (teamwork).

für Gemünden gilt team=group

1. forming orientation stage
> get to know each other

2. storming differentiation stage
> stage of power and coalition games

3. norming integration stage
> looking for harmony

4. Performing
> concentration on the goal

1. small number of people

2. complementary team members' skills

3. specific goals and meaningful purpose
> goals are defined
> goals are output-oriented and "SMART"

4. common approach

5. mutual and individual accountability

Viel zu einfach sagt Gemünden!
Input

• individual-level factors - skills, attitudes, personalities
• group-level factors - structure, level of cohesiveness, size
• environment-level factors - task characteristics, reward structure, level of stress

GROUP INTERACTION PROCESS

Output

• Performance outcome - quality, speed to solution, number of errors
• other outcomes - satisfaction, cohesiveness, attitude change--

Team design

• Team Composition
• Team Leadership

Process
Teamwork Quality

Outcomes

• Team Performance
• Personal Success

(1) Communication
(2) Coordination
(3) Balance of Member Contributions
(4) Mutual Support
(5) Effort
(6) Cohesion

Actively manage collaboration within and between teams to achieve high overall performance

Increase TWQ by appropriate team design (social skills) and
participative leadership style

Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals