Interactions in new product development: How the nature of the NPD process influences interaction between teams and management |
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Authors: | Burcu Felekoglu Anja M. Maier James Moultrie |
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Affiliation: | 1. Industrial Engineering Department, Dokuz Eylul University, Tinaztepe Campus, Buca, Izmir, 35160, Turkey;2. Department of Management Engineering, Technical University of Denmark, Produktionstorvet 2800 Kongens Lyngby, Denmark;3. Institute for Manufacturing, Department of Engineering, University of Cambridge, 17 Charles Babbage Road, Cambridge, CB3 0FS, UK |
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Abstract: | Effective interaction across organisational boundaries is a critical success factor in new product development (NPD). However, few studies have investigated how different mechanisms enable effective interaction across organisational and particularly hierarchical boundaries.This study explores how the formality of the NPD process influences the nature of interactions across different organisational boundaries and specifically identifies interaction mechanisms used across hierarchical boundaries. Cross-sectional interviews were conducted in nine firms. Findings highlight that in firms with a formalised NPD process, interactions tend to have a transactional/managerial bias. In contrast, in firms where the NPD process is flexible, interactions have a more social objective. |
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Keywords: | Interactions in new product development New product development process formality New product development team Top management |
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