An ethnographic study of engineering design teams at Rolls-Royce Aerospace

Collaboration Between Management and Anthropology Researchers: Obstacles and Opportunities

“…However, many anthropologists work in large firms such as Motorola (Metcalf, 2013), General Motors (Briody, Cavusgil & Miller, 2004), Intel (Bell, 2011) and Rolls Royce Aerospace (Baird, Moore & Jagodzinski, 2000;Collins, 2009). "Practicing anthropologists" (i.e.…”

“…Institutes could enable linkages with other departments with expertise complementing that in business anthropology, such as product and industrial design (Baird, Moore, & Jagodzinski, 2000;Graffam, 2010;Metcalf, 2013).…”

Development of a systematic classification and taxonomy of collaborative design activities

“…Group Size (number) Willaert et al (1998), Hof (1992, Hudak (1992), Yesersky (1993), Denton (1997) Group culture (type) Hurley (1995), Redelinghuys and Bahill (2006) Individual Personality (type) Costa and McCrae (1988), Day and Silverman (1989), Digman (1990), Barrick and Mount (1991), Tett et al (1991), Kichuk and Wiesner (1997), Reilly et al (2002), Lopez-Mesa and Thompson (2006) Expertise (level) Denton (1997), Baird et al (2000), Broadbent and Cross (2003) Team member relations (level) Austin (1975), Azmodeh and Davison (1997) A review of the diverse theories (Costa and McCrae 1988, Day and Silverman 1989, Barrick and Mount 1991, Tett et al 1991) that have been developed to relate individuals' personalities and their performance in the workplace is presented in Reilly et al (2002). The five-factor personality model (Digman 1990) brings some order to the field of personality research.…”

“…The amount of knowledge or experience perceived to be required before making a contribution to the team may negatively affect productivity of younger engineers (Baird et al 2000). Varying levels of experience on a team, however, may facilitate success in innovation by combining heuristic understanding that may be gained with age with the optimism of youth or inexperience (Denton 1997, Baird et al 2000. Additionally, the type of design problem may dictate which areas of expertise should be included in the team composition, even while including several disciplines in a team both enriches and complicates many areas of the design process (Ullman 2003).…”

Managing and Exchanging Knowledge Underlying Aerospace Engineering Design Decisions

“…23 As such, engineering designers must recognize the considerations and constraints of disciplines outside their own expertise. 24 This is particularly important when technical changes of one subPage 26.1129.3…”