Flexibility and standardization: test of a contingency model of product design–manufacturing integration

Liker, Jeffrey Κ.; Collins, Paul; Hull, Frank M.

doi:10.1016/s0737-6782(98)00049-6

Cited by 96 publications

(70 citation statements)

References 60 publications

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“…Another significant stream of research addresses team capabilities and their influence on performance (see Dahl, ). Organizational and technical practices, such as cross‐functional teams and colocation, are effective for increasing new design integration with other areas (Datar et al., ; Liker, Collins, and Hull, ; Veryzer and de Mozota, ) and subsequent commercial success (Ettlie, ), even across cultures (Souder and Jenssen, ). Adding new team members increases product enhancements at a faster pace than more intense use of process technology, but increases the need for repairs at almost the same rate as enhancements (Barry, Kemerer, and Slaughter, ).…”

Section: Product Design Context and Strategymentioning

confidence: 99%

Perspective: A Review of Marketing Research on Product Design with Directions for Future Research

Luchs

Swan²,

Creusen³

2015

J of Product Innov Manag

115

144

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The authors provide synthesized summaries of research on product design conducted over the 20-year period from 1995 to 2014, as Practitioner Points• Offers managers a comprehensive, structured view of design and an ability to better plan their use of design.• Identifies and develops a broad array of strategic elements of design to balance a traditional focus on its aesthetic role.• Highlights tactical suggestions to improve efficiency, optimization, and performance.• Identifies seven design trends which have implications for managerial challenges and opportunities.

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Section: Product Design Context and Strategymentioning

confidence: 99%

Perspective: A Review of Marketing Research on Product Design with Directions for Future Research

Luchs

Swan²,

Creusen³

2015

J of Product Innov Manag

115

144

View full text Add to dashboard Cite

show abstract

“…The rise of these cross-functional teams has been influenced by the need for firms to increase their learning capabilities and improve critical information sharing across functional boundaries (Narver and Slater 1990). Researchers (Droge, Jayaram, and Vickery 2000;Hartley, Zirger, and Kamath 1997;Liker, Collins, and Hull 1999) found that cross-functional teams tend to reduce product development time and improve new product performance. Executives in business-to-business firms rate the sales force as the most important source of information for new product development (Cross et al 2001), supporting their involvement in product modification efforts.…”

Section: The Impact Of Sales Force Involvement In Product Modificatiomentioning

confidence: 99%

Sales Force Involvement in Product Design: The Influence on the Relationships Between Consulting-Oriented Sales Management Programs and Performance

Pelham

2006

Journal of Marketing Theory and Practice

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“…Several studies based on surveys focus on explaining the antecedents and consequences of the use of DFM/A or DFX (Kessler, 2000;Liker, Collins, & Hull, 1999;Marion & Meyer, 2011;Rusinko, 1999;Swink & Nair, 2007). One study with a similar objective is based on archival data of a limited number of cases (Wang & Trolio, 2001).…”

Section: Design For Manufacturing/assembly (Dfm/dfa) and Design For Xmentioning

confidence: 99%

Methods for Cost Management during Product Development: A Review and Comparison of Different Literatures

Wouters¹,

Morales²,

Grollmuss³

et al. 2016

Advances in Management Accounting

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. ABSTRACT Purpose À The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014). Methodology/approach À This structured literature search covers papers published in 23 journals in IOM in the period 1990À2014.Findings À The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and Advances in Management Accounting, Volume 26, 139À274Originality/value À This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

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Flexibility and standardization: test of a contingency model of product design–manufacturing integration

Cited by 96 publications

References 60 publications

Perspective: A Review of Marketing Research on Product Design with Directions for Future Research

Perspective: A Review of Marketing Research on Product Design with Directions for Future Research

Sales Force Involvement in Product Design: The Influence on the Relationships Between Consulting-Oriented Sales Management Programs and Performance

Methods for Cost Management during Product Development: A Review and Comparison of Different Literatures

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