Managing radical product development in large manufacturing firms: a longitudinal study

McDermott, Christopher

doi:10.1016/s0272-6963(99)00018-2

Cited by 114 publications

(75 citation statements)

References 25 publications

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“…The choice of firms was a deliberate research design parameter to increase external validity and ensure generalisation (cf. McDermott, 1999), i.e. that the findings are applicable to industrial service providers in other industries as well.…”

Section: Methodsmentioning

confidence: 79%

Service productivity gains through information and communication technology applications: a service marketing approach

Kowalkowski¹

2008

IJKMS

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Abstract:Based on examples from ICT-based improvements in service productivity in the service organisations of three manufacturing firms, this article argues for a service-centred approach towards productivity. When improving the productivity of industrial services, one of the three profitability-generating strategies, cost efficiency, revenue effectiveness, and capacity utilisation -or a combination-can be used. Increased standardisation and automation is a consequence of technological development, making capacity less a constraint in services and even if ICT applications often primarily improve cost efficiency, the elements improved vary depending on the solution implemented. Thus, ICT can enhance existing service processes and enable new service offerings to increase overall profitability. A productivity model for ICT-based services is presented and it is suggested that central coordination is often required in order to develop ICT-based services.

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Section: Methodsmentioning

confidence: 79%

Service productivity gains through information and communication technology applications: a service marketing approach

Kowalkowski¹

2008

IJKMS

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“…Tentative recommendations include for instance in the case of high product complexity to put a strong focus on product specifications, work breakdown structures and project planning at project initiation; co-locating product and process engineers during the engineering phase; and assigning a full-time integrator to bridge the product development/production interface and coordinate production ramp-up (Shenhar and Dvir, 1996;Liker et al, 1999). In case of high technological novelty, uncertainty can be reduced to individual components and sub-systems through a modular design and a sequential process (in contrast to overlapping phases) may provide the necessary 'peace of mind' for product and process development (McDermott and Handfield, 2000;McDermott, 1999;Henderson and Clark, 1990). During product engineering uncertainty can also be reduced by extensive prototype testing and working with several alternative technical solutions in parallel (Shenhar and Dvir, 1996;Engwall, 2003;Veryzer, 1998).…”

Section: Discussionmentioning

confidence: 99%

“…In the Interface project, technological novelty has been in focus in Magnusson et al (2006) but technological novelty is also frequently mentioned as an important contextual factor in new product development literature (e.g. Henderson & Clark, 1990;Shenhar & Dvir, 1996;Engwall, 2003;Veryzer, 1998;McDermott, 1999). Also other factors emerge from the case studies as product complexity (e.g.…”

Section: A Preliminary Model For Bridging Interfaces In Industrial Inmentioning

confidence: 99%

Interfaces between technology development, product development and production: critical factors and a conceptual model

Lakemond

Johansson

Magnusson

et al. 2007

IJTIP

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In order to avoid misfits between technology and product concepts and prevent problems related to the fit of the product design and the production process, the interfaces between technology development, product development and production must be managed. In this paper the critical challenges related to these interfaces are analysed and discussed and a tentative model is formulated. The study builds on in-depth case studies of ten product development projects at five manufacturing firms, two workshops and a questionnaire. Results indicate that in the technology development/product development interface factors related to the synchronization (i.e. timing) and transfer management are ranked as most important. For the product development/production interface factors related to transfer management seem to be most important. The tentative interface management model includes a risk assessment of six contextual factors; the complexity and degree of change in the product, the complexity and degree of change in the production process, the degree of technological novelty, the geographical and organizational dispersion between technology development and product development, the organizational and geographical dispersion between product development and production and the market uncertainty in the project, and appropriate recommendations are devised to handle the specific risks related to these factors.

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“…The choice of case firm was a deliberate research decision, designed to increase external validity and ensure some degree of generalization (Gibbert et al 2008;McDermott 1999), such that the findings should apply to other service systems in similar settings (i.e., service-led growth in industrial contexts). The selected case thus was chosen for theoretical rather than statistical reasons (Gummesson 2000).…”

Section: Case Selection and Data Collectionmentioning

confidence: 99%

Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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Value propositions are reciprocal resource-integration promises and value alignment mechanisms, operating to and from actors seeking an equitable exchange. In a business triad, any change in the relationship between two actors also affects relationships with the third actor, influencing resource integration and value creation at the value constellation level. This study of the development of a triadic value proposition analyzes how the discontinuous effects of a new service initiative alter the relationships among actors in a manufacturerdealer-user triad. A qualitative empirical inquiry examines a ten-year process, in which a leading industry incumbent enters the service business by crafting a triadic value proposition.As the value proposition evolves over time, the network ties-and thus the interdependence among manufacturer, dealer, and user-strengthen. The findings offer firms a better understanding of how to involve and collaborate with key actors to initiate discontinuous changes at the firm and network levels. These insights are particularly timely in light of the difficulties that product firms face when intermediaries are decisive for the success of their service-led growth initiatives.Keywords: value proposition; network ties; relationship development; service systems; case study application Application abstractDeveloping a value proposition is a critical strategic issue for marketing managers. Even as competitive advantage increasingly appears in networked business models though, the concept of the value proposition has yet to be extended to multilateral settings. For example, studies of service-led growth in industrial contexts often focus on the manufacturer and customer but omit service partners as critical actors. The authors therefore suggest a triadic value proposition and analyze how such value propositions might evolve over time in an industrial context, a setting in which service partners' performance often is a foundation for manufacturer success. Substantial adjustments to the arrangement between two parties likely influence what can be proposed to the third, which makes collaboration with all parties necessary to initiate any discontinuous change at the network level. To make this concept more actionable, the authors also illustrate how managers might approach the task of crafting triadic value propositions. The insight for management is straightforward: By adopting a triadic perspective while developing the value proposition, companies can increase the viability of their service system and provide a more compelling market offering.3

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Managing radical product development in large manufacturing firms: a longitudinal study

Cited by 114 publications

References 25 publications

Service productivity gains through information and communication technology applications: a service marketing approach

Service productivity gains through information and communication technology applications: a service marketing approach

Interfaces between technology development, product development and production: critical factors and a conceptual model

Triadic Value Propositions: When It Takes More Than Two to Tango

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