Authorizing processes changing team autonomy during new product development

One basic feature of recent collaborative team arrangements for organizing new product development is a high degree of autonomy for cross-functional teams. The literature, however, has not provided a very precise analysis of team autonomy in the context of new product development. The theoretical framework advanced here, based on the literature and the authors' case studies, assumes that developing a large and technologically sophisticated new product requires a hierarchy of collaborating teams. In this complex organizational context, managers do not completely predetermine any one team's autonomy. During the course of a new product development program, certain authorizing (deauthorizing) processes produce ad hoc changes in autonomy. This paper identifies specific authorizing processes and hypothesizes about variables that should affect them. The propositions also lead to some managerial implications for preserving team autonomy.