An Evaluation of Research on Integrated Product Development

References

• Adler P. S. Interdepartmental interdependence and coordination: The case of the design/manufacturing interface. Organ. Sci. (1995) 6(2):147–167Link, Google Scholar
• Ancona D. G., Caldwell D. F. Demography and design: Predictors of new product team performance. Organ. Sci. (1992) 3(3):321–341Link, Google Scholar
• Argote L.Organizational Learning: Creating, Retaining and Transferring Knowledge (1999) (Kluwer, Boston, MA) Google Scholar
• Barnett B., Clark K. Technological newness: an empirical study in the process industries. J. Engnrg. Tech. Management (1996) 13(3, 4):263–282Crossref, Google Scholar
• Blackburn J., Blackburn J. New product development: The new time wars. Time-Based Competition: The Next Battleground in American Manufacturing (1991) (Business One Irwin, Homewood IL) 121Google Scholar
• Blackburn J., Hoedemaker G., Van Wassenhove L. Concurrent software engineering: prospects and pitfalls. IEEE Trans. Engnrg. Management (1996) 43(2):179–188Crossref, Google Scholar
• Brown S. L., Eisenhardt K. M. Product development: Past research, present findings, and future directions. Acad. Management Rev. (1995) 20(2):343–378Crossref, Google Scholar
• Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34Crossref, Google Scholar
• Carter D. E., Baker B. S.CE Concurrent Engineering: The Product Development Environment of the 1990s (1992) (Addison-Wesley, Reading, MA) Google Scholar
• Clark K., Fujimoto T.Product Development Performance: Strategy, Organization and Management in the World Auto Industry (1991) (Harvard Business School Press, Boston, MA) Google Scholar
• Clausing D.Total Quality Deployment: A Step-By-Step Guide to World-Class Concurrent Engineering (1994) (ASME Press, New York) Google Scholar
• Cooper R. G., Kleinschmidt E. J. Determinants of timeliness in product development. J. Product Innovation Management (1994) 11(5):381–396Crossref, Google Scholar
• Crawford C. M. The hidden costs of accelerated product development. J. Product Innovation Management (1992) 9(3):188–199Crossref, Google Scholar
• Denison D., Hart S., Kahn J. From chimneys to cross-functional teams: Developing and validating a diagnostic model. Acad. Management J. (1996) 39(4):1005–1023Crossref, Google Scholar
• Dougherty D. Interpretive barriers to successful product innovation in large firms. Organ. Sci. (1992) 3(2):179–202Link, Google Scholar
• Doz Y. L., Hamel G.Alliance Advantage: The Art of Creating Value Through Partnering (1998) (Harvard Business School Press, Boston, MA) Google Scholar
• Eisenhardt K., Tabrizi B. Accelerating adaptive processes: Product innovation in the global computer industry. Admin. Sci. Quart. (1995) 40(1):84–110Crossref, Google Scholar
• Fleischer M., Liker J.Concurrent Engineering Effectiveness (1997) (Hanser Gardner Publications, Cincinnati, OH) Google Scholar
• Gersick C. J. G. Pacing strategic change: The case of a new joint venture. Acad. Management J. (1994) 37(1):9–45Crossref, Google Scholar
• Gerwin D., Moffat L. Authorizing processes changing team autonomy during new product development. J. Engnrg. Tech. Management (1997a) 14(3, 4):291Crossref, Google Scholar
• Gerwin D., Moffat L. Withdrawal of team autonomy during concurrent engineering. Management Sci (1997b) 43(9):1275–1287Link, Google Scholar
• Griffin A. PDMA research on new product development practices. J. Product Innovation Management (1997a) 14(6):429–458Crossref, Google Scholar
• Griffin A. The effect of project and process characteristics on product development cycle time. J. Marketing Res. (1997b) 34(1):24–35Crossref, Google Scholar
• Griffin A., Hauser J. Integrating R&D and marketing: A review and analysis of the literature. J. Product Innovation Management (1996) 13(3):191–215Crossref, Google Scholar
• Hargadon A., Sutton R. I. Technology brokering and innovation in a product development firm. Admin. Sci. Quart. (1997) 42(4):716–749Crossref, Google Scholar
• Hartley J., Zirger B., Kamath R. Managing the buyer-supplier interface for on-time performance in product development. J. Oper. Management (1997) 15(1):57–70Crossref, Google Scholar
• Hauptman O., Hirji K. K. The influence of process concurrency on project outcomes in product development: An empirical study of cross-functional teams. IEEE Trans. Engnrg. Management (1996) 43(2):153–164Crossref, Google Scholar
• Henke J., Krachenberg A., Lyons T. Cross-functional teams: Good concept, poor implementation. J. Product Innovation Management (1993) 10(3):216–229Crossref, Google Scholar
• Hennart J.-F. A transaction costs theory of equity joint ventures. Strategic Management J (1988) 9(4):361–374Crossref, Google Scholar
• Hull F. M., Collins P. D., Liker J. K. Composite forms of organization as a strategy for concurrent engineering effectiveness. IEEE Trans. Engnrg. Management (1996) 43(2):133–142Crossref, Google Scholar
• Hunter J., Schmidt F.Methods of Meta-Analysis (1990) (Sage, New-bury Park, CA) Google Scholar
• Iansiti M. Technology integration: Managing technological evolution in a complex environment. Res. Policy (1995) 24(4):521–542Crossref, Google Scholar
• Imai K., Nonaka I., Takeuchi H., Clark K. B., Hayes R. H., Lorenz C. Managing the new product development process: How the Japanese companies learn and unlearn. The Uneasy Alliance (1985) (Harvard Business School Press, Boston, MA) 337–381Google Scholar
• Kessler E., Chakrabarti A. Innovation speed: A conceptual model of context, antecedents, and outcomes. Acad. Management Rev. (1996) 21(4):1143–1191Crossref, Google Scholar
• King N., Majchrzak A. Concurrent engineering tools: Are the human issues being ignored? IEEE Trans. Engnrg. Management (1996) 43(2):189–202Crossref, Google Scholar
• Kogut B. Joint ventures: Theoretical and empirical perspectives. Strategic Management J (1988) 9(4):319–332Crossref, Google Scholar
• Krishnan V., Urich K. T. Product development decisions: A review of the literature. Management Sci (2001) 47(1):1–21Link, Google Scholar
• Krishnan V., Eppinger S. D., Whitney D. E. A model-based framework to overlap product development activities. Management Sci (1997) 43(4):437–451Link, Google Scholar
• Kusunoki K., Nonaka I., Nagata A. Organizational capabilities in product development of Japanese firms: A conceptual framework and empirical findings. Organ. Sci. (1998) 9(6):699–718Link, Google Scholar
• Lam A. Embedded firms, embedded knowledge: Problems of collaboration and knowledge transfer in global cooperative ventures. Organ. Stud. (1997) 18(6):973–996Crossref, Google Scholar
• Larson E., Gobeli D. Significance of project management structure on development success. IEEE Trans. Engnrg. Management (1989) 36(2):119–125Crossref, Google Scholar
• Leonard-Barton D.Wellsprings of Knowledge (1995) (Harvard Business School Press, Boston, MA) Google Scholar
• Liker J. K., Collins P. D., Hull F. M. Flexibility and Standardization: Test of a contingency model of product design-manufacturing integration. J. Product Innovation Management (1999) 16(3):248–267Crossref, Google Scholar
• Liker J. K., Kamath R. R., Wasti S. N., Nagamachi M. Supplier involvement in automotive component design: Are there really large US Japan differences? Res. Policy (1996) 25(1):59–89Crossref, Google Scholar
• Linton L., Hall D., Hutchison K., Hoffman D., Evanczuk S., Sullivan P.First Principles of Concurrent Engineering: A Competitive Strategy for Electronic Product Development (1991) (National Technical Information Service, U.S. Department of Commerce, Washington D.C) Google Scholar
• Lipsey M., Wilson D.Practical Meta-Analysis (2001) (Sage, Thousand Oaks, CA) Google Scholar
• Loch C. H., Terwiesch C. Communication and uncertainty in concurrent engineering. Management Sci (1998) 44(8):1032–1048Link, Google Scholar
• Lynn G. S., Skov R. B., Abel K. D. Practices that support team learning and their impact on speed to market and new product success. J. Product Innovation Management (1999) 16(5):439–454Crossref, Google Scholar
• McDonough E. F. Faster new product development: Investigating the effects of technology and characteristics of the project leader and team. J. Product Innovation Management (1993) 10(3):241–250Crossref, Google Scholar
• Moffat L. K. Tools and teams: Competing models of integrated product development project performance. J. Engnrg. Tech. Management (1998) 15(1):55–85Crossref, Google Scholar
• Mohrman S. A., Cohen S. G., Mohrman A. M.Designing Team-Based Organizations: New Forms for Knowledge Work (1995) (Jossey-Bass, San Francisco, CA) Google Scholar
• Mowery D. C., Rosenberg N., Landau R., Mowery D. C. International collaborative ventures and the commercialization of new technologies. Technology and the Wealth of Nations (1992) (Stanford University Press, Stanford, CA) 345–380Google Scholar
• National Research CouncilCombining Information: Statistical Issues and Opportunities for Research (1992) (National Academy Press, Washington, D.C) Google Scholar
• Nobeoka K., Cusumano M. Multiproject strategy and sales growth. Strategic Management J (1997) 18(3):169–186Crossref, Google Scholar
• Orlikowski W. J. The duality of technology: Rethinking the concept of technology in organizations. Organ. Sci. (1992) 3(3):398–427Link, Google Scholar
• O'Sullivan A. Commercializing complex products: Conflict, cooperation, and communication across multiple boundaries. Doctoral dissertation (2001) (McGill University, Montreal, Quebec, Canada) Google Scholar
• Pinto M. B., Pinto J. K., Prescott J. E. Antecedents and consequences of project team cross-functional cooperation. Management Sci (1993) 39(10):1281–1295Link, Google Scholar
• Rosenthal S. R.Effective Product Design and Development: How to Cut Lead Time and Increase Customer Satisfaction (1992) (Business One Irwin, Homewood, IL) Google Scholar
• Rusinko C. A. Exploring the use of design-manufacturing integration (DMI) to facilitate product development: A test of some practices. IEEE Trans. Engnrg. Management (1999) 46(1):56–71Crossref, Google Scholar
• Rusinko C. A. Design-manufacturing integration to improve new product development: The effects of some organization- and group-level practices. Project Management J (1997) 28(2):37–46Google Scholar
• Schoonhoven C. B., Eisenhardt K. M., Lyman K. Speeding products to market: Waiting time to first product introduction in new firms. Admin. Sci. Quart. (1990) 35(1):177–207Crossref, Google Scholar
• Scott S. G. Social identification effects in product and process development teams. J. Engnrg. Tech. Management (1997) 14(2):97–127Crossref, Google Scholar
• Shenhar A., Dvir D., Shulman Y. A two-dimensional taxonomy of products and innovations. J. Engnrg. Tech. Management (1995) 12(3):175–200Crossref, Google Scholar
• Smith P., Reinertsen D. G.Developing Products in Half the Time (1998) (John Wiley, New York) Google Scholar
• Susman G. I., Dean J., Susman G. Development of a model for predicting design for manufacturability effectiveness. Integrating Design and Manufacturing for Competitive Advantage (1992) (Oxford University Press, New York) 207–227Google Scholar
• Susman G. I., Ray J. M. Test of a model of organizational contributors to product development team effectiveness. J. Engnrg. Tech. Management (1999) 16(3, 4):223–245Crossref, Google Scholar
• Swink M. Technological innovativeness as a moderator of new product design integration and top management support. Journal of Product Innovation Management (2000) 17(3):208–220Crossref, Google Scholar
• Tatikonda M. V., Montoya-Weiss M. M. Integrating operations and marketing perspectives of product innovation. Management Sci (2001) 47(1):151–172Link, Google Scholar
• Tatikonda M. V., Rosenthal S. R. Technology novelty, project complexity, and product development project execution success: A deeper look at task uncertainty in product innovation. IEEE Tran. Engnrg. Management (2000a) 47(1):74–87Crossref, Google Scholar
• Tatikonda M. V., Rosenthal S. R. Successful execution of development projects: Balancing firmness and flexibility in the innovation process. J. Oper. Management (2000b) 18(4):401–425Crossref, Google Scholar
• Terwiesch C., Loch C. H. Measuring the effectiveness of overlapping development activities. Management Sci (1999) 45(4):455–465Link, Google Scholar
• Thomke S., Fujimoto T. The effect of front-loading problem-solving on product development performance. J. Product Innovation Management (2000) 17(2):128–142Crossref, Google Scholar
• Ulrich K., Eppinger S.Product Design and Development (2000) (McGraw-Hill, New York) Google Scholar
• Ulrich K., Satorius D., Pearson S., Jakiela M. Including the value of time in design-for-manufacturing decision making. Management Sci (1993) 39(4):429–447Link, Google Scholar
• Weick K. E.Sensemaking in Organizations (1993) (Sage, Thousand Oaks, CA) Google Scholar
• Wheelwright S. C., Clark K. B.Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality (1992) (The Free Press, New York) Google Scholar
• Williamson O.The Economic Institutions of Capitalism (1985) (The Free Press, New York) Google Scholar
• Zirger B. J., Hartley J. L. The effect of acceleration techniques on product development time. IEEE Trans. Engnrg. Management (1996) 43(2):143–152Crossref, Google Scholar