Document Type


Publication Date

Winter 2021


Charles Weber

Course Title

Capstone Project

Course Number

ETM 506


New products -- Management, Technological innovations -- Management, Virtual work teams, Leadership, Cross-functional teams -- Management


The emergence of covid-19 has forced a lot of companies to move to virtual remote work. New product development cross-functional teams who meet often or few times in a year are now compelled to transition fully into virtual remote workplace. The question is how they can function effectively with maximum performance as they did in the traditional environment. This paper's main objective of this paper is to investigate and understand how effective leadership management can influence performance, conflict, and knowledge sharing while enhancing cross-functional new product development virtual teams. An in-depth analysis of literature has been conducted in this to determine the successful leadership management elements that facilitate knowledge sharing in cross-functional virtual teams. Three interviews were conducted to understand and fill in the gap in limited research on this topic. The findings highlighted the correlation between knowledge sharing and conflict and how they can affect the performance of a cross-functional virtual team. Democratic leadership style used by all the interviewees is a mediator and positively impacts communication within the team. Further research is required to address the findings from these interviews by sampling a large audience from engineering, pharmaceuticals, and construction. Industries that are saturated with new product development cross-functional team to see if the process of effective leadership is the same or different for industries.


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