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This paper aims to examine the impact of dynamic capabilities of new product development (NPD) team on project performance, including efficiency and effectiveness.
Abstract
Purpose
This paper aims to examine the impact of dynamic capabilities of new product development (NPD) team on project performance, including efficiency and effectiveness.
Design/methodology/approach
Data were collected from NPD team members who have worked on radical new product projects in large manufacturing firms in Thailand. Respondents represented different departments, including research and development (R&D), quality control, production and marketing. These individuals worked in a wide range of large manufacturing industries with an average of more than 500 employees. These industries include food, automotive, auto parts and electric and electronics products.
Findings
The results indicate that NPD team with sensing, learning and integrating capabilities can increase project effectiveness. In addition, teams with high learning, integrating and coordinating capabilities will enhance project efficiency.
Research limitations/implications
First, the research findings may not be generalizable in all aspects to other industries. Second, the use of cross-sectional data in this study may not be appropriate for testing causal relationships among constructs. Third, although the samples of this study were from a wide range of functional areas, the majority were R&D personnel.
Practical implications
To improve project effectiveness, project managers should consider investing in information technologies that provide a wide range of information sources, such as business research databases and academic journals. To improve project efficiency, the managers can establish both formal and informal activities during NPD projects. These social activities can provide opportunities for team members to physically meet and adjust their personal behavior to get along with each other.
Originality/value
These findings provide a wider picture of the beneficial role of dynamic capabilities of NPD teams toward project performance, including efficiency and effectiveness.
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Keywords
Bettina Büchel, Levi Nieminen, Heidi Armbruster‐Domeyer and Daniel Denison
Team‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has…
Abstract
Purpose
Team‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has focused primarily on the internal team dynamics that facilitate innovation, paying comparatively little attention to team‐stakeholder dynamics. The purpose of this study is to address this limitation by studying the impact of team‐stakeholder networks and shared cognition on the effectiveness of innovation teams.
Design/methodology/approach
This study investigates the knowledge and trust linkages between 51 new product development (NPD) teams and their organizational stakeholders using a mixed methods design that combines network analysis, surveys, and qualitative interviews. Multiple indicators of team effectiveness were collected at various stages of the innovation process.
Findings
The results show that effective NPD teams establish knowledge ties with many non‐redundant organizational stakeholders and foster a high level of agreement among stakeholders about team innovation factors. Conversely, effective NPD teams also establish highly centralized trust networks that are focused on only a few key stakeholders in the organization.
Research limitations/implications
This study focuses on NPD teams in chemical and pharmaceutical manufacturing. Future studies should seek to replicate the findings using larger samples of teams involving diverse innovation tasks.
Practical implications
These results have implications for the most effective way to build and manage innovation teams, considering both pre‐existing stakeholder linkages and networking strategies for the future.
Originality/value
The results suggest that the optimal characteristics of team‐stakeholder knowledge and trust networks differ and highlight the unique importance of shared understanding about risk‐taking and creativity beyond higher overall levels.
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Zhen Zhang and Min Min
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success…
Abstract
Purpose
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.
Design/methodology/approach
We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.
Findings
Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.
Originality/value
This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.
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Serdar S. Durmusoglu and Roger J. Calantone
The purpose of this study is to conduct a meta-analytic review based on a theoretical framework developed for investigating new product development (NPD) teams in the first two…
Abstract
Purpose
The purpose of this study is to conduct a meta-analytic review based on a theoretical framework developed for investigating new product development (NPD) teams in the first two decades of the research stream.
Design/methodology/approach
This study contributes to literature by investigating the presence of publication bias and synthesizing correlation effect sizes of 27 factors influencing three NPD team performance dimensions: overall, market-based (e.g. sales, profitability), process-based (e.g. budget adherence, schedule adherence) outcomes. Further, this study presents a path analytical model that uses the aggregate study effects to identify significant drivers of NPD team performance.
Findings
First, examination of extant literature shows no publication bias. Next, analyses show that three internal team dynamic variables have the most significant positive effect on overall NPD team performance: team member job satisfaction, cross-functional integration and superordinate identity. For market-based performance, three goal-related contextual factors exert the most positive influence, namely, goal stability, goal clarity and goal support, in respective order. Further, for process-based performance, cross-functional integration’s strong positive effect is followed by team and goal stability. Moreover, physical distance, interpersonal and task conflict have significant negative effects on NPD team performance. Finally, both market- and process-based NPD team performance are significantly influenced by NPD team’s cohesion, which acts a mediator between two contextual factors: physical distance and team tenure.
Research limitations/implications
This meta-analysis contributes to literature by providing a comprehensive model of NPD team performance predictors, their definitions, along with their corresponding effects in predicting performance. While team cohesion is found to be a strong predictor of both market- and process-based performance, future research can examine if too much cohesion has a detrimental effect, especially on market-based performance.
Practical implications
The results assist managers in shifting their priorities to ensure optimal support of NPD teams. For example, team leadership competence externally has a larger effect on overall performance compared to team leadership for internal team dynamics. Hence, team leaders should make sure that they manage the team’s relationships with external parties (e.g. other functional units) with more caution.
Originality/value
This study provides a guiding framework for analyzing NPD team performance as well as identifies and then addresses many knowledge gaps on NPD team performance.
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Vishag Badrinarayanan and Dennis B. Arnett
Research on virtual teams is still in its nascent stages. The purpose of this paper is to develop a theoretically grounded integrative framework of key factors influencing the…
Abstract
Purpose
Research on virtual teams is still in its nascent stages. The purpose of this paper is to develop a theoretically grounded integrative framework of key factors influencing the effectiveness of virtual new product development teams.
Design/methodology/approach
The framework is developed by integrating perspectives from several research streams, including relationship marketing, new product development, knowledge management, the resource‐based view, virtual teams, innovation, and communication.
Findings
Factors impacting effective virtual interactions (i.e. improved decision quality and decision speed) and new product development (i.e. increased levels of creativity, innovativeness, and product development speed) are proposed.
Research limitations/implications
Guidance is provided for managing virtual new product development teams. The paper offers testable propositions that can serve as a foundation for further research in this promising area.
Originality/value
By synthesizing relevant perspectives from diverse literature streams, the paper offers a new framework for understanding and improving the functioning of virtual new product development teams.
Details
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Miriam Muethel and Martin Hoegl
The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through…
Abstract
The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.
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Mumin Dayan and Anthony Di Benedetto
This paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team…
Abstract
Purpose
This paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.
Design/methodology/approach
This is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.
Findings
Only two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.
Research limitations/implications
Perceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.
Practical implications
To generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.
Originality/value
While organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.
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Todd A. Boyle, Vinod Kumar and Uma Kumar
This article is the first in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage in organizations. The purpose of this…
Abstract
Purpose
This article is the first in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage in organizations. The purpose of this first article is to develop a model of the organizational factors that influence the extent that CE teams are used when developing new products.
Design/methodology/approach
To test the model, 2,500 questionnaires were mailed to new product development (NPD) managers from the machinery, computer product, electrical equipment, and transportation equipment manufacturing industries, of which 189 usable questionnaires were returned, for a usable response rate of 7.5 percent. The data were analyzed using structural equation modeling with partial least squares.
Findings
Results indicate that an innovative organizational climate and complex NPD activities both influence the extent that organizations support functional integration on NPD teams, and this support, in turn, influences the extent that organizations use CE teams. Analyzing the qualitative data using content analysis indicates additional factors influencing CE team usage.
Research limitations/implications
To researchers, this study examines in detail the extent of CE team usage, thus addressing a major gap in the research literature. This study also addresses the concerns of researchers by examining organizational contextual factors.
Practical implications
To NPD managers, this study highlights organizational precursor conditions needed in order for CE teams to be supported in the organizations, specifically complex NPD activities and an innovative organizational climate. By examining these two variables, NPD managers can gauge the likelihood that CE teams will be supported even before they are actually implemented.
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Mumin Dayan and C. Anthony Di Benedetto
The purpose of this paper is to explore the quality of interactions among new product development team members, wherein functional diversity, team stability, and transactive…
Abstract
Purpose
The purpose of this paper is to explore the quality of interactions among new product development team members, wherein functional diversity, team stability, and transactive memory system are antecedents of teamwork quality. Three measures of outcomes are used (team learning, speed to market, product success), and task complexity is a moderating variable.
Design/methodology/approach
A theoretical model was developed and tested on the survey data collected from 93 product managers of Turkish companies. The product managers who participated in this study represented various industries including those of telecommunications, food, material, software, machinery, chemicals, and service technologies.
Findings
An inverted‐U impact of both functional diversity and team stability on teamwork quality was found, and a positive impact of transactive memory system on teamwork quality. Teamwork quality was significantly related to improved performance, and task complexity moderates this relationship.
Originality/value
The paper is the first attempt to explore the role antecedents and its outcomes in NPD teams.
Details
Keywords
The purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover…
Abstract
Purpose
The purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover answers to the following questions: First, can the procedural justice climate level be used to predict NPD team outcomes such as product performance and product creativity? Second, what NPD team characteristics can be leveraged to improve the justice climate?
Design/methodology/approach
A theoretical model was developed and tested on the survey data collected from 93 product managers of Turkish companies. The product managers who participated in this study represented various industries, including those of telecommunications, food, material, software, machinery, chemicals, and service technologies.
Findings
Statistical analyses demonstrated that stability, collectivism, and moderate‐level functional diversity of teams were significantly related to the procedural justice climate. In addition, procedural justice climate had significant positive impacts on new product creativity and speed to market. Such impacts were found to be more significant with regard to high‐turbulence conditions.
Originality/value
This paper is the first attempt to explore the role of procedural justice in NPD teams.
Details