The objective of the present research is to examine the effectiveness of “teaming with the client,” using blended service provider-client teams as an organizational strategy for achieving effective co-production engagements. The results show that having a blended team creates a more trusting relationship between the project manager and client. The client's trust results in greater team trust, team cohesion, and team performance. However, the research also demonstrates an important limitation to the use of blended teams. In blended teams, when the client does not trust the project manager, significant problems arise for the team itself as compared to non-blended teams.
AnconaD. G., & CaldwellD. F. (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37, 634–665.
2.
BarringerB. R., & HarrisonJ. S. (2000). Walking a tightrope: Creating value through interorganizational relationships. Journal of Management, 26, 367–403.
3.
BowenD. E., & JonesG. R. (1986). Transaction cost analysis of service organization-customer exchange. Academy of Management Review, 11(2), 428–441.
4.
BowenD. E., & SchneiderB. (1985). Boundary-spanning role employees and the service encounter: Some guidelines for management and research. In CzepielJ. A., SolomonM. R., & SurprenantC. (Eds.), The service encounter (pp. 127–147). Lexington, MA: D.C. Health.
5.
ChowdhuryS. (2005). Role of affective and cognitive based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310–326.
6.
CookJ., & WallT. (1980). New work attitude measures of trust, organizational commitment, and personal need nonfulfillment. Journal of Occupational Psychology, 53, 39–52.
7.
DobbinsG. H., & ZaccaroS. J. (1986). The effects of group cohesion and leader behavior on subordinate satisfaction. Group & Organization Studies, 11(3), 203–219.
8.
DoughertyD., & HardyC. (1996). Sustained product innovation in large, mature, organizations: Overcoming innovation-to-organization problems. Academy of Management Journal, 39, 1120–1153.
9.
DozY. L., & HamelG. (1998). Alliance advantage.Boston: Harvard Business School Press.
10.
EdmondsonA. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419–1451.
11.
GrothM. (2005). Customers as good soldiers: Examining citizenship behaviors in internet service deliveries. Journal of Management, 31(1), 7–27.
12.
HansenM. T. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44, 82–111.
13.
Johnson-GeorgeC., & SwapW. (1982). Measurement of specific interpersonal trust: Construction and validation of a scale to assess trust in a specific other. Journal of Personality and Social Psychology, 43, 1306–1317.
14.
KatzD., & KahnR. L. (1978). The social psychology of organizations.New York: Wiley.
15.
KatzR., & AllenT. J. (1985). Project performance and the locus of influence in the R&D matrix. Academy of Management Journal, 28, 67–87.
16.
Lengnick-HallC.A. (1996). Customer contributions to quality: A different view of the customer-oriented firm. Academy of Management Review, 21, 791–824.
17.
MayerR. C., DavisJ. H., & SchoormanF. D. (1995). An integrated model of organizational trust. Academy of Management Review, 20, 709–739.
18.
McAllisterD. J. (1995). Affect- and cognitive-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24–59.
19.
MillsP. K. (1990). On the quality of services in encounters: An agency perspective. Journal of Business Research, 20, 31–41.
20.
MillsP. K., ChaseR. B., & MarguliesN. (1983). Motivating the client/employee system as a service production strate-gy. Academy of Management Review, 8, 301–310.
21.
MillsP. K., & MorrisJ. H. (1986). Clients as “partial” employees of service organizations: Role development in client participation. Academy of Management Review, 11, 726–735.
22.
MintzbergH. (1973). The nature of managerial work.New York: Harper & Row.
23.
PfefferJ., & SalancikG. R. (1978). The external control of organizations.New York: Harper & Row.
24.
PrahaladC. K., & RamaswamyV. (2000, January-February). Co-opting customer competence. Harvard Business Review, pp. 79–87.
25.
PrahaladC. K., & RamaswamyV. (2004). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5–14.
26.
SchneiderB., & BowenD. E. (1995). Winning the service game.Boston, MA: Harvard Business School Press.
27.
TreacyM., & WiersemaF. (1995). The discipline of market leaders.Reading, MA: Addison-Wesley.
28.
WebberS. S., & KlimoskiR. J. (2004). Client-project manager engagements, trust, and loyalty. Journal of Organizational Behavior, 85, 997–1013.
29.
WebberS. S., & TortiM. (2004). Project managers doubling as client account executives. Academy of Management Executive, 18(1), 60–72.
