Project Factors Influencing Conflict Intensity and Handling Styles in Collaborative NPD

Conflict and conflict management are critical research issues in client‐supplier collaborative new product development (NPD). A recent study found that conflict intensity and conflict‐handling styles affect collaborative NPD performance. In this paper, we explore the relationships of four NPD project factors, namely product technical complexity, product certainty, task interdependence and the relative power of supplier, to conflict intensity and suppliers’ adoption of integrating and dominating conflict‐handling styles. Research findings based on survey data collected from 193 suppliers provide a clear insight into the conflict intensity and suppliers’ adoption of conflict‐handling styles for NPD projects of various characteristics, which enables better planning for conflict management and helps improve NPD performance.     

Managing Ambiguity in New Product Development Projects

Ambiguity, defined in this study as the existence of two or more interpretations of the same cue, is an essential component of ‘fuzziness’ in new product development (NPD) projects. In this paper, we present a model by which ambiguity in NPD projects can be classified and managed. The model has been developed grounded in case data from four NPD projects in companies making medical devices. Ambiguity is classified according to two axes: subjects of ambiguity and sources of ambiguity. Subjects of ambiguity include product, market, process and organizational resources. Sources of ambiguity include multiplicity, novelty, validity and reliability. Ambiguity can be managed by two means: reducing or sustaining it. If clarity is a main priority in the NPD project, reducing ambiguity is necessary and can be effectively achieved by applying the hypothetical‐deductive method. If novelty and flexibility are high project priorities, sustaining certain ambiguities can be useful. Managing ambiguity requires a constant harmonizing of the need for clarity and the need for novelty and flexibility.     

Strategic decision-making in NPD projects according to risk: Application to satellites design projects

In this paper we present a method for making strategic decisions in New Product Development (NPD) projects based on risks. In NPD the complexity of the process depends both on the nature of the design problem and the difficulties associated with managing the project (activities, risks). To design a complex product several different teams, having different competencies, work on the project. Not one among them controls the entire process. The interactions between product subsystems in NPD often lead to technological arbitration between alternative solutions.     

Exploring Differences between Inventors,Champions, Implementers and Innovators in Creating and Developing New Products in Large,Mature Firms

This exploratory research investigates nine individuals participating as specialists in different phases of the invention and new product development (NPD) process in one organization. In‐depth interviews were conducted with these individuals, as well as with 17 of their managers and co‐workers, adding an external perspective about them. These nine individuals participated in four different divisions of labour in the innovation process: inventors who focus on scientific and technical invention prior to concept development, champions who are most adept at selling acceptance of projects into the organization, implementers who focus on facilitating the project through the firm's formal development process, and innovators who operate across all three phases of invention, acceptance and implementation. The research finds differences in personality, perspective, knowledge base, motivation, and attitude toward politics that seem to be associated with these different specialist types. These differences lead to implications for the types of projects for which they might best be suited, as well as for how they might best be managed.     

The Learning Organization as Facilitator of Complex NPD Projects

With rapid technological and market changes, new product development (NPD) complexity is a significant issue that organizations continually face in their development projects. The inability to recognize and/or manage complexity can cause the best‐intentioned projects to fail. By creating a learning organization attuned to complexity and its management, however, companies are more likely to have the knowledge and skills essential to respond competently to the complexity frequently encountered in NPD projects. In this paper, we first define complexity in NPD and then examine organizational learning as it can assist in dealing with development complexity. Next, we report findings from an exploratory research study on organizational learning and its relationship to product development complexity. The study is based on 32 field interviews with NPD participants regarding their learning experiences in dealing with complexity; the transfer of project learning to other projects; and the factors that minimize/block the transfer of learning among projects. Based on our research, we advance several suggestions for implementing a learning organization designed specifically to capitalize on the experiences of development firms' efforts in dealing with complexity and its consequences.     

Artificial intelligence and expert systems applications in new product development—a survey

The authors review and categorize the research in applications of artificial intelligence (AI) and expert systems (ES) in new product development (NPD) activities. A brief overview of NPD process and AI is presented. This is followed by a literature survey in regard to AI and ES applications in NPD, which revealed twenty four articles (twenty two applications) in the 1990–1997 period. The applications are categorized into five areas: expert decision support systems for NPD project evaluation, knowledge-based systems (KBS) for product and process design, KBS for QFD, AI support for conceptual design and AI support for group decision making in concurrent engineering. Brief review of each application is provided. The articles are also grouped by NPD stages and seven NPD core elements (competencies and abilities). Further research areas are pointed out.     

Implementation of best manufacturing practices using logic models and system dynamics: project design and project assessment views

In today’s global competitive environment, the need for continuous improvement is a matter of considerable importance within manufacturing enterprises. To this end, project managers, and managers in general, design and assess different projects with the purpose of achieving efficient processes, reducing costs and waste, increasing product and service quality, developing new products and services, enhancing customer relationship management, optimising enterprise resources, and so on. However, it is well-known that managing enterprise resources in order to accomplish effective completion of projects is a complex task to carry out. Furthermore, it has been recognised that the way staff actually understands the purpose of a project, the way they perform different project activities, and how they are able to influence project design and assessment are key factors for influencing the success of a project. This paper presents a systemic methodology to design and assess projects more effectively and efficiently based on program logic models and system dynamics with the aim of facilitating a clear understanding of the needs, purposes, goals, activities and tasks of a project among its stakeholders towards achieving success.     

The process of creation in creative industries

Research on creative industries (CI) has acknowledged the collective dimension of creation without addressing the crucial role of process and organization in handling such a collective endeavour. Indeed, this research stream has developed independently from the one on new product development (NPD), which focuses on the development process. Inspired by the NPD literature and anchored in the literature on CI, this article aims to enhance our understanding of the creation processes in CI in order to show how the challenges are overcome. Based on a large body of case studies carried out in 12 sub‐sectors of CI, we show that the projects developed in these industries follow a process that combines and iterates four elementary activities: inspiration, framing, prototyping and validation. These activities take place alternatively in a conceptual or a material world and combine collective and individual contributions. A critical player who gives the momentum and makes the crucial decisions heads this process.     

Lessons from Ideation: Where Does User Involvement Lead Us?

Firms are increasingly involving users in new product development (NPD). Their product users frequently provide solution information, such as new product ideas. However, these users are often considered a homogeneous group of ordinary users; their individual abilities and the specific input they provide for NPD are not yet well understood. The goal of this paper is to determine whether different types of users are differently predisposed to produce ideas. We derive hypotheses regarding the possible outcome of involving different user types in idea generation tasks from the current literature on customer integration into NPD. In a quasi‐experimental setting, we test our assumptions on 93 users, who generate ideas in a smart home context. The results indicate that users’ contribution depends on their specific domain knowledge, which is broadly understood as knowledge of a specific area that influences ideation towards solutions in this domain. We distinguish between four types of users: those with high trend awareness, high technical skills, high technical innovativeness, and high ethical reflectiveness. We find that users with high technical skills are more likely to produce ideas that are technically feasible. Trend‐aware and technically innovative users produce ideas of greater originality. Ethically reflective users tend to come up with ideas that will have a positive impact on society.     

Getting the control across: Control transmission in information systems offshoring projects

Offshoring of information systems (IS) projects has become a widespread global practice. While prior research suggests that controlling, and communicating with, offshore vendors represent key managerial challenges, the topic of how control is communicated, or transmitted, from client to vendor has been widely neglected. Our study focuses on control transmission in the critical relationship between client and offshore vendor managers, and its impact on the performance of IS offshoring projects. Drawing on a matched‐pair survey with 172 client and vendor managers from 86 projects, our results provide several new insights to the IS literature: First, we find that both behaviour and outcome control have the capacity to be transmitted consistently in lateral IS offshore project relationships. Second, our results show that consistent transmission translates into a performance effect only for outcome control. Third, we find that high‐performing offshore projects are characterized by both greater control transmission consistency and greater use of outcome control compared to low‐performing projects. In sum, our study extends theory on IS project control by highlighting that effective control of IS offshoring projects is not only about selecting proper controls but also about ensuring that, as a controller, you get the control across to the controllee.     

Project Development in Complex Environments: Assessing Safety in Design and Decision‐Making

How can we be sure that safety risks are adequately dealt with in the design of complex, innovative projects? In The Netherlands, a number of recent innovative project initiatives have made this a relevant question. These initiatives include projects such as the construction of tunnels using new technologies, the construction of underground facilities that combine several functions, i.e. shopping, parking and transport, and the development of a transport corridor in which rail, road and waterway have been or will be combined. These projects combine several functions and have been, or will be, realised in densely built and populated areas. Although safety regulations for products and systems have been institutionalised through legislation and professional design practices, recent project proposals link systems and their environment in new and complex ways. The risks evolving from these links are unknown and the extent to which they are covered by existing safety approaches is uncertain. In this contribution, we examine how the attention paid to safety can be increased and maintained in the design process of infrastructural projects. First, we discuss the need to reorganise the safety focus in the design process. Then we describe the role of the design process in decision‐making for major projects with regard to utility building, town planning and the construction of infrastructures. Third, we elaborate how the focus on safety can be organised within this context, given developments in the field of interactive decision‐making and the design and management of interaction processes. We then outline a safety risk management method that can be used to achieve this and, finally, address the conditions that influence the use of this method.     

Decisions on new product development under uncertainties

In an intensively competitive market, developing a new product has become a valuable strategy for companies to establish their market positions and enhance their competitive advantages. Therefore, it is essential to effectively manage the process of new product development (NPD). However, since various problems may arise in NPD projects, managers should set up some milestones and subsequently construct evaluative mechanisms to assess their feasibility. This paper employed the approach of Bayesian decision analysis to deal with the two crucial uncertainties for NPD, which are the future market share and the responses of competitors. The proposed decision process can provide a systematic analytical procedure to determine whether an NPD project should be continued or not under the consideration of whether effective usage is being made of the organisational resources. Accordingly, the proposed decision model can assist the managers in effectively addressing the NPD issue under the competitive market.     

Boosting the confidence of new product development teams: The role of team boundary spanning,team size and functional diversity

In today's highly interconnected, uncertain and dynamic business environment, team boundary spanning has become an important determinant of the performance of new product development (NPD) projects. Despite the positive evidence supporting the use of boundary spanning activities by NPD teams, little is still known about how boundary spanning teams become high-performance teams. The current study advances research on this subject by examining the mediating effect of team potency on the relationship between team boundary spanning and new product performance, as well as the moderating effects of team size and functional diversity on the relationship between team boundary spanning and team potency. Data from a time-lagged survey study of 140 NPD projects found that team boundary spanning can promote team potency that, in turn, results in greater new product quality and new product creativity. The positive effect of team boundary spanning on team potency was found to be more pronounced for NPD teams of medium size and high levels of functional diversity.     

A new approach for selecting portfolio of new product development projects

The most decisive factor that survives enterprises under stiff competition is the development of new product (NPD), and when entering the product development stage after the fuzzy front end, a best project portfolio should be finalized in order to potentially create expected revenue and competitive advantage. However, even it reaches the end of the fuzzy front stage; the NPD project is still significantly involved with uncertainties, complexities and fuzziness. To assist R&D managers making decision in this environment, this study proposes a new approach which combines fuzzy set theory and multi-criteria group decision making method into a NPD project portfolio selection model. This model takes into account project performance, project delivery and project risk, and formulates the selection decision of NPD project portfolio as a fuzzy linear programming problem. The illustrative example shows that the model proposed can generate projects with the highest success rate under limited resources and manpower.     

Model for Selecting Project Members to Minimize Project Uncertainties

Project risks come mainly from the future uncertainties, and new product and service development projects possess the most uncertainty and therefore the highest risk. However, if the project team has gained experiences from previous similar projects, the risk to the project drastically declines. In other words, an inverse correlation exists between member experiences and project risk. Therefore, the guiding principle would be to assign an experienced member to execute familiar work for that member. This study aims to establish a mathematical model that uses member experience to minimize project uncertainty. The nonlinear model assigns members with different experiences to the most suitable tasks to minimize project risk, and thus maximize project success rates under constraints of project costs and communication complexities. An experimental case is used to demonstrate the applicability of the proposed model, and results indicated that under cost and communication complexity constraints, project uncertainty can truly be minimized by allocating an adequate member to the suitable task.     

Pre-project partnering impact on an information system project,project team and project manager

Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.     

Mediated and Moderated Effects of Business and Project Planning on Innovation Projects in Hospitals

Based on multi‐respondent data of 130 innovation projects in hospitals, our study analyses the role of planning intensity for project success. Besides showing that also in complex service systems innovation projects are supported through planning, we contribute to innovation management research, first, by clearly differentiating between the effects of business and project planning; second, by integrating intra‐team co‐ordination as a possible mediator of the planning success relationship; and, third, by taking into account the degree of innovativeness as a relevant contingency. We apply a multi‐level regression analysis, include several control variables, and limit common source biases by a multi‐respondent empirical design. The results demonstrate that both planning types show complementary effects. Project planning increases intra‐team co‐ordination, which mediates the planning effect on project success. Business planning has a direct effect on project success. However, the moderating effects of project innovativeness are oppositional. While business planning becomes more important for higher degrees of innovativeness, the efficacy of project planning is limited to incremental innovations. We conclude with a discussion of implications for hospital and innovation management as well as future research.     

Safety interval analysis: A risk-based approach to specify low-risk quantities of uncertainties for contractor’s bid proposals

By appearing more complex projects, Design–Bid-Build (DBB) contracts could not satisfy new projects requirements and a need to new types of contracts was felt. New contracts requirements differ from previous ones. Challenging the method of proposal offering in design–construct contracts, this paper seeks solutions for more rational proposing of project uncertainties. The problem commences with the question “which duration and price a contractor must propose in a project with design–construct contract?” A part of the answer to this question is the matter of the lowest-risk limit of uncertainties which result from output of Monte Carlo Simulation and its analysis. The output of this analysis is a series of intervals named “safety Intervals” which will be contractors’ guide in offering the bid proposal.     

A new support vector model-based imperialist competitive algorithm for time estimation in new product development projects

Time estimation in new product development (NPD) projects is often a complex problem due to its nonlinearity and the small quantity of data patterns. Support vector regression (SVR) based on statistical learning theory is introduced as a new neural network technique with maximum generalization ability. The SVR has been utilized to solve nonlinear regression problems successfully. However, the applicability of the SVR is highly affected due to the difficulty of selecting the SVR parameters appropriately. The imperialist competitive algorithm (ICA) as a socio-politically inspired optimization strategy is employed to solve the real world engineering problems. This optimization algorithm is inspired by competition mechanism among imperialists and colonies, in contrast to evolutionary algorithms. This paper presents a new model integrating the SVR and the ICA for time estimation in NPD projects, in which ICA is used to tune the parameters of the SVR. A real data set from a case study of an NPD project in a manufacturing industry is presented to demonstrate the performance of the proposed model. In addition, the comparison is provided between the proposed model and conventional techniques, namely nonlinear regression, back-propagation neural networks (BPNN), pure SVR and general regression neural networks (GRNN). The experimental results indicate that the presented model achieves high estimation accuracy and leads to effective prediction.     

An Exploration of Impact of Cognitive Elaboration on Learning in ISD Projects

Stakeholder learning has been considered crucial for effective participation and the success of information system development (ISD). However, little guidance has been offered as an operational method to facilitate learning in ISD settings. We argue that “cognitive elaboration” (CE) is a helpful strategy for developing effective learning in client–developer interactions in ISD efforts. Two types of learning are investigated: model-building (MB) and model-maintenance (MM). The current study investigated whether CE performed by stakeholders themselves in client–developer interaction led to their MB rather than MM learning. In addition, an alternative hypothesis has been explored: whether mere communication activities may induce learning. Fifty individuals in seven ongoing software development projects in four organizations were examined. For each project, two meetings in which clients and developers participated were observed. The empirical results demonstrated that stakeholders in an ISD process who have engaged in CE themselves are more likely to experience MB learning; and that mere communication does not account for MB learning. An insignificant link between CE and MM learning was found. This study deepens our understanding about IS–user interactions. Limitations of the current research and implications for future research are discussed.