2010
DOI: 10.1111/j.1540-5885.2010.00731.x
|View full text |Cite
|
Sign up to set email alerts
|

Increasing Learning and Time Efficiency in Interorganizational New Product Development Teams*

Abstract: Despite the growing popularity of new product development across organizational boundaries, the processes, mechanisms, or dynamics that leverage performance in interorganizational (I-O) product development teams are not well understood. Such teams are staffed with individuals drawn from the partnering firms and are relied on to develop successful new products while at the same time enhancing mutual learning and reducing development time. However, these collaborations can encounter difficulties when partners fr… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

1
115
0

Year Published

2015
2015
2024
2024

Publication Types

Select...
8
1

Relationship

0
9

Authors

Journals

citations
Cited by 104 publications
(121 citation statements)
references
References 58 publications
1
115
0
Order By: Relevance
“…Similarly, De Jong and Elfring (2007), employing a sample of tax consultants working in teams at a multinational consulting firm in the Netherlands, found evidence suggesting that trust in teams leads to an increased sense of care for others within the team, resulting in greater effort and effectiveness. Additionally, Bstieler and Hemmert (2010) found evidence in support of a relationship between caring behaviors and key performance outcomes in new product development teams. Along similar lines, Amundson (2005) found a relationship between a caring orientation and member-perceived team effectiveness in a sample of health care and human services professionals, while Burt, Sepie, and McFadden (2008) showed that having a caring attitude toward team members results in a number of team performance-related outcomes, including personal support and helping behaviors.…”
Section: Group-level Caring and Group-level Performancementioning
confidence: 95%
“…Similarly, De Jong and Elfring (2007), employing a sample of tax consultants working in teams at a multinational consulting firm in the Netherlands, found evidence suggesting that trust in teams leads to an increased sense of care for others within the team, resulting in greater effort and effectiveness. Additionally, Bstieler and Hemmert (2010) found evidence in support of a relationship between caring behaviors and key performance outcomes in new product development teams. Along similar lines, Amundson (2005) found a relationship between a caring orientation and member-perceived team effectiveness in a sample of health care and human services professionals, while Burt, Sepie, and McFadden (2008) showed that having a caring attitude toward team members results in a number of team performance-related outcomes, including personal support and helping behaviors.…”
Section: Group-level Caring and Group-level Performancementioning
confidence: 95%
“…Some research finds that knowledge sharing between customers and NPD employees can cause their ideas to converge and reduce the creativity of customers (Magnusson 2009). In addition, as the leader in the collaboration, the firm is able to assert its influence on the direction of NPD and limit the risk of unexpected outcomes (Bstieler and Hemmert 2010). Thus we hypothesize that firms with an emphasis on market exploitation are more likely to engage in CIC than those pursuing market exploration.…”
Section: Knowledge Management Strategymentioning
confidence: 97%
“…During the joint problem solving process, NPD employees and the customers need to develop common understandings and reach agreement (Bstieler and Hemmert 2010;Moeller 2008). NPD employees often play a leading role in the collaboration (Nambisan 2002), and their existing knowledge has a strong influence on whether and how customer inputs are applied to product design.…”
Section: Knowledge Management Strategymentioning
confidence: 99%
“…Second, Zack (2001) proposed a capability-based argument for how external cooperation can increase the ability to mitigate lack of information to complete a task. More specifically, joint problem-solving activities with external partners can enable mutual efforts where the collaborating partner helps overcome obstacles and achieve project effectiveness (Bstieler and Hemmert 2010). For example, involving suppliers in joint problem-solving sessions can provide a setting for experimentation and learning that results in better solutions or concept development (Uzzi 1997;McEvily and Marcus 2005).…”
Section: Breadth Of Cooperationmentioning
confidence: 99%