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Analysis of methods for constructing R&D project teams – results of quantitative studies

Dewor Dominika, Klaus-Rosińska Agata

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 195

63--86

Purpose: The aim of the article is to analyse and evaluate methods for constructing teams involved in research and development projects and to formulate recommendations regarding their formation. Design/methodology/approach: The paper utilizes research conducted as part of a master's thesis awarded by IPMA Poland. The research project was based on a mixed-methods approach, combining quantitative and qualitative methods. This combination was chosen to fully understand the phenomenon under study. A sequential explanatory strategy was employed, allowing for the collection of quantitative data, followed by enrichment with qualitative data for a more in-depth interpretation. The adopted model facilitated a comprehensive examination of the subject and enabled an interdisciplinary approach to identified problems. Findings: The research reveals that some factors, for example team size, do not significantly impact the team's performance assessment. Larger teams report more negative roles. Motivations of participants in R&D projects differ from those in a 2008 study. Currently, career development and networking with other researchers are more important than in the past. Research curiosity is still the most cited motivation for R&D work but by a smaller number of individuals. Teamwork assessment is associated with the number of team issues. The number of roles according to M. Belbin's classification does not influence the team's performance assessment. Research limitations/implications: The article's limitation lies in the potential omission of advanced dependencies from related management fields – from psychology, sociology, or administration. Practical implications: The research indicates that key success factors for the practice of managing research and development projects include the appropriate selection of the team leader and effective management of team members' motivation. The number of reported team issues has an inversely proportional relationship with the team's performance assessment. Implementing these practices may contribute to improving the results of R&D teams. Originality/value: Filling a research gap on the construction of contemporary research and development teams. Discoveries regarding leader selection, researcher motivation, and the impact of various factors on team performance have significant implications for the practice of managing R&D projects. They are addressed to all individuals involved in research and development activities.

Analysis of methods for constructing R&D project teams – results of qualitative studies

Dewor Dominika, Klaus-Rosińska Agata

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 195

47--62

Purpose: The aim of the article is to present results of qualitative research about constructing teams involved in research and development (R&D) projects and to formulate recommendations regarding their formation. Design/methodology/approach: The paper utilizes research conducted as part of a master's thesis awarded by IPMA Poland. This is also a continuation of another article published in this journal1 . In general, the whole research was based on a mixed-methods approach, combining quantitative and qualitative methods. A sequential explanatory strategy was employed, allowing for the collection of quantitative data, followed by enrichment with qualitative data for a more in-depth interpretation. This article is about the description of qualitative research, recommendations are written on the basis of full mixed research. Findings: For constructing teams in R&D projects, recommendations were made: 1) Strive for gender balance in the team, 2) Create teams with a small number of members, 3) Pay attention to the subject matter expertise and experience of the potential leader when forming the team, 4) Introduce a selection process for team members in which the project leader, the project initiator and the group of project initiators have a stake, 5) Value the work of team members and their contributions, regardless of their role in the project, 6) Focus on motivating team members through career development, research curiosity, and the opportunity to collaborate with other scientists, 7) Provide clear rules for project collaboration and accountability, 8) Ensure integration and adequate communication of the team, 9) Support effective management of R&D projects, 10) Monitor and resolve problems within the team. Avoid the occurrence of negative roles and create an environment where team members feel supported and valued. Research limitations/implications: The article's limitation lies in the potential omission of advanced dependencies from related management fields - from psychology, sociology, or administration. Practical implications: The research indicates recommendations for the practice of managing research and development projects. Implementing these recommendations may contribute to improving the results of R&D teams.Originality/value: Filling a research gap on the construction of contemporary research and development teams. Discoveries regarding leader selection, researcher motivation, and the impact of various factors on team performance have significant implications for the practice of managing R&D projects. They are addressed to all individuals involved in research and development activities.