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Gary S Lynn - One of the best experts on this subject based on the ideXlab platform.

  • the role of personality in new Product Development Team performance
    Journal of Engineering and Technology Management, 2002
    Co-Authors: Richard R Reilly, Gary S Lynn, Zvi H Aronson
    Abstract:

    Although the role of personality in Team performance is not well understood, research suggests that personality plays a critical role in the effective performance of Teams. Personality variables should be especially important for new Product Development (NPD) Teams which typically include highly coordinated activities among multidisciplinary members. The five-factor model provides a consistent structure for understanding how personality relates to different kinds of behavior and is used as a framework for reviewing literature related to Team performance. The same model is then used to form a set of research propositions that can serve to guide future research on the role of personality in NPD Teams. Because the literature suggests that the role of personality is dependent upon the type of task involved, we differentiate our research propositions for two specific types of new Product Development: incremental innovation and radical innovation. We offer research propositions for the average level of each of the five-factor model variables and performance in the two types of Teams. Finally, we suggest a set of research propositions for the effect of heterogeneity of personality on performance in radical and incremental innovation Teams. © 2002 Published by Elsevier Science B.V.

  • new Product Development Team improvisation and speed to market an extended model
    European Journal of Innovation Management, 2002
    Co-Authors: Ali E Akgun, Gary S Lynn
    Abstract:

    Speed‐to‐market is cited as being vital in today’s competitive, uncertain and turbulent environments. To help companies in their quest for speed in new Product Development, many tools and techniques have been developed. One of the these techniques – Team improvisation – is receiving a great deal of attention in both practice as well as theory. However, we know surprisingly little about improvisation in a new Product Development context. In this paper, we extend previous Team improvisation models and test them in a new Product Development context. By studying 354 new Product projects, we found that Team improvisation has a positive impact on speed‐to‐market under turbulent markets and technology conditions, and there are some mechanisms that can facilitate a Team’s ability to improvise, such as Team stability and Teamwork. We also found that having a clear project goal will detract from a Team’s ability to improvise.

  • antecedents and consequences of Team stability on new Product Development performance
    Journal of Engineering and Technology Management, 2002
    Co-Authors: Ali E Akgun, Gary S Lynn
    Abstract:

    Group member change or Team stability is a popular and important topic in the group and organizational behavior literature. Team member stability is viewed as a critical factor for an effectively functioning and performing group. Even though there is a plethora of studies on group member change and stability, research on member stability in cross-functional new Product Development Teams is still lacking. This study explores the antecedent factors that impact new Product Development Team stability as well as its consequences. By studying 211 new Product Teams, we found: (1) the most direct antecedents of Team stability are goal stability and goal support; and (2) Team stability has a significantly positive effect on outcome variables including Team learning and cycle time. This study also shows that Team stability may not be universally good; under some circumstances, such as when there is a high degree of market and technical turbulence, Team instability can be advantageous.

  • Multi‐dimensionality of learning in new Product Development Teams
    European Journal of Innovation Management, 2002
    Co-Authors: Ali E. Akgu¨n, Gary S Lynn, Richard R Reilly
    Abstract:

    New Product Development Team learning is important in today’s turbulent and uncertain markets and technologies. However, the literature treats Team learning as a single construct, ignoring its multi‐dimensionality. In this study, we develop a multi‐dimensional Team learning framework based on socio‐cognitive constructs. By studying 124 new Product Development projects, we show empirically that learning in new Product Development is best conceived as a multi‐dimensional structure with nine correlated but distinct constructs including: information acquisition, information implementation, information dissemination, unlearning, thinking, improvisation, memory, intelligence and sensemaking. Further, we demonstrate that a model based on the multi‐dimensionality of Team learning provides a more robust explanation of new Product success than does a unidimensional Team learning model.

David Wilemon - One of the best experts on this subject based on the ideXlab platform.

  • A process of identifying & solving barriers to Product Development Team success PICMET 2010 conference
    PICMET 2010 TECHNOLOGY MANAGEMENT FOR GLOBAL ECONOMIC GROWTH, 2010
    Co-Authors: Murray R. Millson, David Wilemon
    Abstract:

    Developing major new Products is a major corporate undertaking. As a general rule, the more complex the Product the more likely difficult issues will develop which can retard Development success. This presentation is a case study of one Development Team in the medical device industry and how the numerous problems it faced were identified and resolved. We employed a survey of the key Team members containing both closed and open-ended questions. The results were tabulated and then presented to the Team for their additional comments/suggestions. The Team and the authors then devised a plan for resolving the major issues identified. Upon completion of the project, follow up interviews were conducted with the Team to assess how the Team process assessment performed and how it contributed to the successful Development of the new Product. Suggestions were also made regarding how to improve the process. The authors conclude with suggestions how the Team improvement process can be used with other Development Teams.

  • a process of identifying solving barriers to Product Development Team success picmet 2010 conference
    Portland International Conference on Management of Engineering and Technology, 2010
    Co-Authors: Murray R. Millson, David Wilemon
    Abstract:

    Developing major new Products is a major corporate undertaking. As a general rule, the more complex the Product the more likely difficult issues will develop which can retard Development success. This presentation is a case study of one Development Team in the medical device industry and how the numerous problems it faced were identified and resolved. We employed a survey of the key Team members containing both closed and open-ended questions. The results were tabulated and then presented to the Team for their additional comments/suggestions. The Team and the authors then devised a plan for resolving the major issues identified. Upon completion of the project, follow up interviews were conducted with the Team to assess how the Team process assessment performed and how it contributed to the successful Development of the new Product. Suggestions were also made regarding how to improve the process. The authors conclude with suggestions how the Team improvement process can be used with other Development Teams.

  • factors influencing Product Development Team satisfaction
    European Journal of Innovation Management, 2001
    Co-Authors: Gloria Barczak, David Wilemon
    Abstract:

    The increasing use of cross‐functional Teams for new Product Development (NPD) belies the difficulty managers face in creating Teams that are truly effective. Effectiveness depends, in part, on having members who are satisfied with their Team and their project. This article reports the results of 71 interviews with members of NPD Teams, with a particular focus on the drivers of Team member satisfaction. These drivers include: Team characteristics, clear project goals, clarity about evaluation and rewards, effective leadership, management support, and manageable levels of conflict and stress. To create satisfied Team members, we discuss actions that can be taken at the senior management, project leader and Team member level.

Ali E Akgun - One of the best experts on this subject based on the ideXlab platform.

  • new Product Development Team intelligence antecedents and consequences
    Information & Management, 2008
    Co-Authors: Ali E Akgun, Mumin Dayan, Anthony Di Benedetto
    Abstract:

    Our study investigated the effect of Team knowledge on new Product Development (NPD). By investigating 207 NPD projects, we found that the declarative and procedural knowledge of the Team and their use of IT had a positive influence on the Team's knowledge base; and that the higher the functional diversity of the project Team, the greater their overall knowledge. We also found that Team knowledge positively impacted new Product creativity and success in the market place.

  • new Product Development Team improvisation and speed to market an extended model
    European Journal of Innovation Management, 2002
    Co-Authors: Ali E Akgun, Gary S Lynn
    Abstract:

    Speed‐to‐market is cited as being vital in today’s competitive, uncertain and turbulent environments. To help companies in their quest for speed in new Product Development, many tools and techniques have been developed. One of the these techniques – Team improvisation – is receiving a great deal of attention in both practice as well as theory. However, we know surprisingly little about improvisation in a new Product Development context. In this paper, we extend previous Team improvisation models and test them in a new Product Development context. By studying 354 new Product projects, we found that Team improvisation has a positive impact on speed‐to‐market under turbulent markets and technology conditions, and there are some mechanisms that can facilitate a Team’s ability to improvise, such as Team stability and Teamwork. We also found that having a clear project goal will detract from a Team’s ability to improvise.

  • antecedents and consequences of Team stability on new Product Development performance
    Journal of Engineering and Technology Management, 2002
    Co-Authors: Ali E Akgun, Gary S Lynn
    Abstract:

    Group member change or Team stability is a popular and important topic in the group and organizational behavior literature. Team member stability is viewed as a critical factor for an effectively functioning and performing group. Even though there is a plethora of studies on group member change and stability, research on member stability in cross-functional new Product Development Teams is still lacking. This study explores the antecedent factors that impact new Product Development Team stability as well as its consequences. By studying 211 new Product Teams, we found: (1) the most direct antecedents of Team stability are goal stability and goal support; and (2) Team stability has a significantly positive effect on outcome variables including Team learning and cycle time. This study also shows that Team stability may not be universally good; under some circumstances, such as when there is a high degree of market and technical turbulence, Team instability can be advantageous.

John V Farr - One of the best experts on this subject based on the ideXlab platform.

  • evaluating barriers to knowledge sharing affecting new Product Development Team performance
    International Journal of Innovation Management, 2017
    Co-Authors: Anirban Ganguly, Debdeep Chatterjee, John V Farr
    Abstract:

    Manufacturing and service organisations have repeatedly stressed the importance of knowledge management and sharing as an integral part of their growth and business strategy. Unfortunately, knowledge sharing (KS) barriers or factors can have a negative influence on a new Product Development (NPD) project Team performance can make it difficult for the organisation to achieve sustained superior performance. The purpose of this research is to identify and explore a set of important KS barriers that might negatively affect the performance of a NPD project Team. Specifically, this research focussed on identifying and evaluating the barriers to Development and to offer guidelines to decision makers to improve KS to foster effective processes. This research can be utilised by decision-makers to design and develop effective processes and mitigation strategies to ensure effective KS.

Gary L Ragatz - One of the best experts on this subject based on the ideXlab platform.

  • supplier integration into new Product Development coordinating Product process and supply chain design
    Journal of Operations Management, 2005
    Co-Authors: Kenneth J Petersen, Robert B Handfield, Gary L Ragatz
    Abstract:

    Abstract In many industries, firms are seeking to cut concept to customer Development time, improve quality, reduce the cost of new Products and facilitate the smooth launch of new Products. Prior research has indicated that the integration of material suppliers into the new Product Development (NPD) cycle can provide substantial benefits towards achieving these goals. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. Moreover, suppliers may be involved at different stages of the new Product Development process. Early supplier involvement is a key coordinating process in supply chain design, Product design and process design. Several important questions regarding supplier involvement in new Product Development remain unanswered. Specifically, we look at the issue of what managerial practices affect new Product Development Team effectiveness when suppliers are to be involved. We also consider whether these factors differ depending on when the supplier is to be involved and what level of responsibility is to be given to the supplier. Finally, we examine whether supplier involvement in new Product Development can produce significant improvements in financial returns and/or Product design performance. We test these proposed relationships using survey data collected from a group of global organizations and find support for the relationships based on the results of a multiple regression analysis.