Exploring the Impact of Cross-Functional Collaboration on Organizational Mission Alignment

Abstract

The study draws upon a strategic management framework and agency theory to review and provide evidence on empirical literature about how mission-aligned organizations take a collaborative approach to decision making using cross-functional collaboration. The researcher explores organizational culture, organizational process, and leadership efforts in examining the problems of mission alignment.

Method: The study is a systematic literature review conducted using electronic databases (ABI/Inform, Business Source Complete, Google Scholar). Data cover the period from 2009 to 2019, narrowed to academic articles written in English.

Results: The results indicate that the systemic integration of cross-functional collaboration is a necessity for the maintenance of growth strategy and mission alignment. These can be found in manufacturing, public procurement, maintenance and performance management, service development, and network organizations.

Conclusions: cross-functional collaboration improves communication and knowledge sharing among stakeholders. It influences buy-in among cross-functional teams.

Limitations: Methodological limitations relate to excluded data due to non-accessible articles.

Implications: The research will impact management practice through reform, internal collaboration, and performance management in a critical, complex, and changing the environment.

Originality/value: The study introduced a new knowledge area into the current literature on mission alignment. The outcome can be a bridge for managers to boost communication, integration, ownership, and mission alignment.

Keywords: Cross-functional Collaboration, Organizational Strategy, knowledge sharing, Mission alignment, Decision Making, stakeholders