The paper analyses the organization of the new product development process at FIAT from a resource‐based perspective. The focus is on organizational resources for integrating dispersed specialist knowledge required in the development of complex products. The analysis shows how the application of a resource‐based perspective is able to uncover negative long‐term effects of outsourcing on the knowledge base (hollowing out), despite beneficial short‐term effects on cost.
Becker, M. and Zirpoli, F. (2003), "Organizing new product development: Knowledge hollowing‐out and knowledge integration – the FIAT Auto case", International Journal of Operations & Production Management, Vol. 23 No. 9, pp. 1033-1061. https://doi.org/10.1108/01443570310491765Download as .RIS
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