Integração interfuncional no contexto de desenvolvimento de produtos: revisão da literatura e agenda de pesquisa

Abstract

O objetivo deste trabalho é revisar sistematicamente a literatura sobre a integração interfuncional no contexto de PDP. Realizou-se uma revisão sistemática da literatura para identificar e analisar as principais vertentes de pesquisa. Obteve-se uma amostra final de 87 artigos que foram considerados nesta revisão. A análise de conteúdo dos artigos permitiu identificar e caracterizar três categorias principais: Vertentes de pesquisa; Fatores de integração e fases do PDP. Além disso, também foram analisados dados descritivos relacionados a principais revistas, país da pesquisa de campo e ano. Foram desenvolvidas três proposições e indicam a necessidade de integração interfuncional para eficiência NPD em três situações: alto fluxo de projetos dentro do PDP, alto envolvimento da empresa com inovação e alta complexidade do PDP. Por fim, uma agenda de pesquisa foi desenvolvida com base na articulação entre a teoria existente e as análises bibliométricas.

The mediating role of socialization in the relationship between interdepartmental integration and product portfolio performance

“…It is well clear that interdepartmental or cross-functional integration helps to yield new product development performance because of its important role in decision-making (Jeske & Calvard, 2020;Pimenta et al, 2020). According to Hoopes (2001), the key objective of interdepartmental integration is to share knowledge across departments.…”

“…This result implies some considerations. Many authors claim that the integration among different departments supports the clarity and information flow and sharing (De Luca & Atuahene-Gima, 2007;Hirunyawipada et al, 2010;Kahn, 1996;Pellathy et al, 2019;Pimenta et al, 2020;Weissenberger-Eibl & Teufel, 2011). However, the most important implication is that integration is not sufficient, it means that the simple collaboration or interaction among departments in product portfolio management needs more intention and care, which will be deeply explained when hypothesis 3 to be Furthermore, the fact that IDI does not present direct effect on PPP may be related to improvements in knowledge and information sharing that this structure should promote in order to become more interesting for nowadays' demands, like information and communication technologies for support in innovation performance through virtuous flow of knowledge (Scuotto et al, 2017).…”

“…Weissenberger-Eibl & Teufel (2011) say that the integration among departments is one of the best practices for product portfolio management. Pimenta et al (2020) inform that the more complex is a phase of new product development in terms of diversity of knowledge and information required, the greater the need for this integration. This integration is a structure that presents informal and formal activities across departments, promoting improvements, such as the achievement of goals and mutual alignment (De Luca & Atuahene-Gima, 2007; Hirunyawipada et al, 2010; Jeske & Calvard, 2020; Kock et al, 2020;Pellathy et al, 2019;Weissenberger-Eibl & Teufel, 2011).…”