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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.