Organic vs. mechanistic coordination in distributed New Product Development (NPD) teams

Changing perspectives on the internationalization of R&D and innovation by multinational enterprises: A review of the literature

“…Moreover, asynchronous communication between separate research units can also be associated with some advantages as it favours a more comprehensive development and assimilation of ideas (Allen, 1977;Ale Ebrahim, Ahmed, & Taha, 2010)). Particularly in the context of New Product Development (NPD), information and communication technologies have facilitated the set-up of virtual teams as a way to effectively organise the internationalization of innovation (von Zedtwitz & Gassmann, 2002, Gassmann & von Zedtwitz, 2003Cantwell, 2017;Péréa & von Zedtwitz, 2018). Thus, co-location stops being a prerequisite in retaining talent, since "locational anchors for many important technologies are becoming geographically dispersed across the globe" (Cummings &Tend, 2003: 59).…”

The Feature Selection Methodology (FSM): an approach for automotive companies to face a new paradigm in the Front End of Innovation

“…The AR-program and the FSM enhanced the relationship between Feature Planning and Marketing/ Engineering areas making evident the benefits of a coordinated multifunctional work. As advocated by Péréa & Von Zedtwitz (2018), task interdependence and more participative and communicative settings stimulate team interfaces and favor team integration. A good example in the case here approached is the market research process, that was significantly improved in order to meet FSM requirements for data collection and formatting (the academic team conducted regular weekly meetings with the market research analyst for about 2 months to improve market data collection and processing).…”

“…FSM propelled a management process and the use of systematic coordination and communication the go across different activities and areas of the company, tying better the contribution of the Feature Planning team not just to the work of other internal organization functions but also in regard to other feature planning teams located in other units of the same corporation around the world. In what concerns this last perspective, the proposed tool is a potential lever to help dispersed teams in achieving cohesion (Péréa & Von Zedtwitz, 2018). As the feature planning & innovation manager once stated, FSM helps in a process where the local teams leave the passive role of knowledge user to take over the role of knowledge creator.…”

Sucesso no desenvolvimento de novos produtos na perspectiva do gerenciamento de portfólio.

“… Gerenciamento de recursos (equipes de projetos), métodos e ferramentas gerenciais utilizados para aplicação de portfólio de projetos (MALETIČ et al, 2017;PEREA;ZEDTWITZ, 2018;CHRISTINA, 2016;ADNAN et al, 2017;HULLOVA;SIMMS;PAVEL LACZKO, 2019;LV;ZHANG, 2019).…”

“… Relação entre as equipes geograficamente distribuídas, projetos de desenvolvimento, gestão de portfólio e desempenho (ADNAN et al, 2017;JOHNSON;FILIPPINI, 2013;PEREA;ZEDTWITZ, 2018).…”