Exploring the antecedents of peer accountability in cross functional teams

Abstract

Purpose Accountability, deemed necessary for organisations and society alike, is linked to increased levels of individual, group and organisational performance. Although there has been a recent rise of academic literature’s attempt to better understand accountability, many gaps remain. This research focuses on one of the under-researched areas of accountability, known as peer accountability, where accountability is necessary on a peer to peer level. This research attempts to understand how this type of accountability is experienced by individuals operating in cross-functional teams, and in so doing, identify the antecedents of accountability of this nature. Methodology Exploratory in its nature, this research takes form of a qualitative study. The research utilises the Interactive Qualitative Analysis process, which is a structured approach to performing qualitative research. This approach is reliant on the voices and experiences of those closest to the phenomenon and prescribes the collection of data through the use of a focus group. The focus group consisted of 12 individuals who operate in cross-functional teams and lasted 4 hours. Results the results of the research highlighted five key elements associated with peer accountability. These are, management within the cross-functional team, team culture and dynamics within the cross-functional team, collaborative communication within the cross-functional team and individual accountability within the cross-functional team. Value Through combination of the results gathered and a review of existing accountability literature, a model highlighting the antecedents of peer accountability within cross-functional teams was proposed.