Knowledge exchange has been a critical factor for cross-functional teams to master different tasks and problems and promote innovation. Cross-functional teams rely on the direct cooperation of senior employees from different departments, often with converging aims, leadership, culture, and communication. However, with the ever-increasing complexity in business decisions, decision-makers invested in the manufacturing industry sector need the support of a diverse team as an advisory tool to put well-thought measures into effect. The aim of this study is to analyze how cross-functional teams in commerce and industry rely on different key performance indicators to limit knowledge hiding. This paper conducted a quantitative study of 130 individual participants working in cross-functional teams in Germany. It also adapted multiple linear regression and used a conceptual model impacting the relationship between team performance, trust, and organizational citizenship behavior, including the moderating role of leadership. The disruptive effect of knowledge hiding was contextualized. The results indicate that team performance is directly affected by the selected variables. Furthermore, it is limited to knowledge hiding, while trust and the use of adequate leadership help to retain knowledge retention. Lastly, organizational citizenship behavior was found as the paramount factor, supported by individually tailored leadership methods, to foster information exchange and thereby promote organization-wide learning.

The modern challenges of business success make the use of interdisciplinary cross-functional teamwork necessary to tackle social and economic issues alike. The study examines the role of knowledge hiding in within-team coopetition, taking into account its subsequent factors influencing team efficiency. For the investigation, a self-made model was applied that associates the personality of individuals, their role inside the organization and work-environmental aspects with the individual’s behavior as the antecedent of within-team competition. The objective of this study revolves around the question of which factors apply to the efficiency of cross-functional teams. The modern concept of interdisciplinary coopetition faces more difficulties than traditional teams regarding voluntary adoption in new environments. The model was empirically applied to a dataset of 129 participants working in cross-functional teams. Three hypotheses were drafted and statistically evaluated. The factor of knowledge hiding was evaluated as one of the crucial factors blocking the efficiency of team-based work, based on the results from the literature review. This was further fueled by antagonistic behavior and a competitive supervisor. The empirical findings further elaborate that individuals with a competitive supervisor tend to be more antagonistic and competitive themselves. Equally, a highly developed personality trait of antagonism correlates positively with knowledge hiding, thereby resulting in the limiting of team performance. Surprisingly, competitiveness among individuals is negatively correlated with knowledge hiding, indicating that different personality traits and different real-life situations react drastically differently towards competitive environments. The results close the research gap of a strategic necessity for supervisors and managers designing business organizations alike, namely, that an individually adapted and situationally aware leadership is indispensable for a successful cross-functional team approach, even more than in traditional team compositions. As for now, only the effects on personality in educational environments were discussed in previous research.

Knowledge is crucial, but a transient resource that decides over the success or failure of business operations. Consequently, companies aim for the most profitable method to achieve high gains and conservation of knowledge, while excluding rivals to maintain the position of economic advantage as long as possible. To maximize the efforts of knowledge generation, new concepts of organizational processes were established in recent years. To provide a conceptual foundation and identify promising niches for future studies in the important field of team coopetition, existing literature on the factors of cross-functional team coopetition was reviewed, concluding in a systematic review. For this purpose, leading peer-reviewed journals from 2010 to 2021 offered 25 articles that fall within its established search inclusion criteria. Adding to the change of stakeholder project management, the shift from traditional, cooperative-led organizational approaches towards coopetition between two or multiple rivals can lead to promising results. However, it was indicated that this concept often fails due to misleading coordination in a coopetitive tension. Current studies extracted their results from applied team management mostly on short-term organizational, financial, and technical benefits or drawbacks, excluding long-term innovation effects. Most studies were categorized into three outcomes contributing to knowledge management: performance, relationship, and innovation. As a result, it is pointed out that several factors derived from the literature significantly influence the outcomes.

The study examines the behaviour of two characteristic traits on knowledge retention, mediated using modern smartphone usage in the corporate environment of cross-functional teams. For the investigation, a self-made model was applied that associates the personality, focusing on the traits of neuroticism and openness towards new concepts and statistically evaluates the effect of increased technological usage. A dataset of 101 individuals working in cross-functional teams was used to test the model. A total of four main hypotheses were developed and statistically tested. Exalted presence of openness towards new experiences was evaluated as a critical factor leading to decreasing knowledge retention. Furthermore, although it was deducted, that neuroticism could not be verified as a knowledge limiting factor in the applied model, smartphone usage could drastically reduce its potentially dangerous factors by using efficient and short communication channels, reaffirmation and commendation by higher-ups and colleagues alike to bolster the missing self-esteem and self-consciousness of neurotic individuals. In contrast, openness was not connected significantly to deliberate knowledge hiding, as individuals incorporating this trait presumably tend to use technological tools of all kinds inherently due to their eagerness to experiment.

Due to historical, political, and cultural similarities the Central European (CE) domestic market grew to one of the closest and most integrated economic networks of the world. Sharing the necessary technological competencies and resources, industries like the au-tomotive industry arose to cross-bordering ecosystems. In contrast to the supply chains of other consumer goods, Hungary established a suitable environment to become dominant in the primary industry of manufacturing rather than a sole cost-reducing supplier. However, the analysis of current organizational framework of operating automotive enterprises in CE highlighted, that long existing concepts like Kaizen are still not tailored into the day-to-day business concept. Consequent-ly, competitors from other hemispheres might have an impactful market advantage. Thus, the purpose of this paper focuses on the barriers of implementing said organizational changes and identifying necessary steps towards internal reorganisation in Hungary while keeping the se-curity of known and long-established structures alike. By analysing the experiences of neighbouring countries which are also part of the CE supply chain, critical factors are revealed. The findings of the paper elaborate on the positive long-term effects of Kaizen for this specific industrial sector as well as drafting a recommended innovation roadmap for the Hungarian automotive innovation.