Aspects of the integration of technical functions for efficient product development

Carlsson, Matts

doi:10.1111/j.1467-9310.1991.tb00729.x

Cited by 26 publications

(10 citation statements)

References 6 publications

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“…Moreover, they have to implement new product design according to the goal set as part of the new product development strategy (Cooper and Kleinschmidt 1987, Souder and Song 1997, Ulrich and Pearson 1998. Researchers also claim that integrating product development in an enterprise can promote new product development performance (Gupta et al 1985, Carlsson 1991, Pinto et al 1993, Olson 1994, Griffin and Hauser 1996, Ruekert and Walker 1997, Rusinko 1997, Sobek et al 1998). On the other hand, numerous studies have shown that 'design' can provide an important integral resource.…”

Section: Introductionmentioning

confidence: 93%

Mapping the strategic objectives between new product development and product design in Taiwan's information industry

Hsu

2009

Journal of Engineering Design

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This study explores the strategic groups developed from the new product development strategies of various firms in the Taiwanese information industry. The product design strategies of the surveyed companies and the mappings the strategic objectives between product design and new product development are discussed. Based on the questionnaire survey and interviews, in terms of the new product development strategy for dealing with global marketing competition, enterprises in the Taiwanese information industry can be divided into four groups: prospector, analyser, defender, and reactor groups. Companies in different strategic groups employ different product design strategic objectives, and mappings exist between product design and new product development, particularly for features such as enterprise scale, business type, and product development category. Furthermore, in terms of product design strategic objectives, companies in the prospector group tend to be aggressive innovators, those in the analyser group exhibit innovation in applications engineering, those in the defender group are technologically innovative, and those in the reactor strategic group are progressive innovators.

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Section: Introductionmentioning

confidence: 93%

Mapping the strategic objectives between new product development and product design in Taiwan's information industry

Hsu

2009

Journal of Engineering Design

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“…generating ideas, concept development, post-launch etc.) (Lawrence and Lorsch, 1967;Souder, 1977;Gupta et al 1985;Carlsson, 1991;John and Hall, 1991;Griffin and Hauser, 1992;Griffin and Hauser, 1996;Kahn, 1996;Kahn andMentzer, 1998: Jassawalla andSashittal, 1998;Isaksson, 2005). The item, "IFI" concerns to the ability of a company to integrate different functional department in order to deliver higher customer value.…”

Section: Development Of Conceptual Modelmentioning

confidence: 99%

The impact of Involvement in CRM Initiative on Inter-functional Integration and Organizational Performance: Evidence from Pakistani Enterprises

Ashraf¹,

Khan²,

Jaafar³

et al. 2015

IMBR

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Customer Relationship Management (CRM) is IT based system that manage customer long term relationship, and also inter-function relationship within the organization with the ultimate purpose of creating customer value by sharing concise, sufficient, accurate, reliable, and timely valuable information has greatly enhanced inter-functional integration (IFI) and organizational performance (OP). The purpose of this study is to examine the relationship among three constructs: 1) Involvement (IN) of marketing and IT departments in CRM initiative, 2) IFI, and 3) OP, and presents conceptual model based on this relationship in which involvement in CRM initiative can affect OP either directly or indirectly through IFI. Data collected based on online survey from 30 large companies in Pakistan are analyzed in accordance with research objectives by using correlation, descriptive statistics, simple linear regression and other statistical tools of SPSS. Research findings suggest that involvement in planning, implementation, and usage of CRM system has positive but no significant immediate effect on OP and instead that it improves OP via indirect significant and potential positive effect on IFI highlight the importance for management to endorse IFI and consider involvement of stakeholders in CRM initiative as enabler.

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“…In particular, integration between the functions of PD and manufacturing has been recognized in research as an enabler of developing new products faster than competitors, reducing production costs and increasing product quality. However, Carlsson [14] concludes that although there is an agreement that integration and cooperation between the function of PD and manufacturing are crucial in product development, there are no satisfactory solutions owing to a number of barriers such as information (poor knowledge about the operations of other functions) and late manufacturing involvement. Moreover, Carlsson [13] shows that there are large differences between the functions of PD and manufacturing for various key variables.…”

Section: Related Workmentioning

confidence: 99%

A Study Investigating Challenges in the Interface Between Product Development and Manufacturing in the Development of Software-Intensive Automotive Systems

Pernstål

Magazinius

Gorschek

2012

Int. J. Soft. Eng. Knowl. Eng.

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The automotive industry is facing a tremendous growth in the engineering of software-intensive systems, giving rise to various challenges. To prevent problems related to the fit of new software technologies in vehicles and the manufacturing processes, a well functioning interaction between the functions for product development and manufacturing is crucial. This is complicated by the fact that the changeable nature of software development causes unprecedented needs for collaboration and coordination between these two functions. This paper reports on a process assessment that focuses on the interface between the functions for product development and manufacturing in the development and design of software-intensive automotive systems. The main purpose of the study was to identify the key issues for improvement in the area assessed. The assessment was performed at two Swedish automotive companies where data were collected from documents and in interviews with practitioners. Nine key improvement issues were established ranging from challenges in requirements engineering to the need for knowledge transfer between manufacturing and product development. In addition, to increase the understandability of the results and map possible avenues for solution and future research, the paper provides an extensive analysis of each improvement issue in relation to the state-of-the-art.

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Aspects of the integration of technical functions for efficient product development

Cited by 26 publications

References 6 publications

Mapping the strategic objectives between new product development and product design in Taiwan's information industry

Mapping the strategic objectives between new product development and product design in Taiwan's information industry

The impact of Involvement in CRM Initiative on Inter-functional Integration and Organizational Performance: Evidence from Pakistani Enterprises

A Study Investigating Challenges in the Interface Between Product Development and Manufacturing in the Development of Software-Intensive Automotive Systems

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