Validity and Reliability

Drucker-Godard, Carole; Ehlinger, Sylvie; Grenier, Corinne

doi:10.4135/9781849208970.n10

Cited by 16 publications

(11 citation statements)

References 0 publications

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“…Extreme care was taken, as “the question of the validity and reliability of research applies as much to qualitative as to quantitative work” (Drucker‐Godard, Ehlinger, and Grenier, 2001, p. 197). Therefore, the analysis of lessons learnt included an initial coding (categorization) , a re‐coding , and independent reliability checks .…”

Section: Results—repertory Grid Datamentioning

confidence: 99%

Tacit Knowledge, Lessons Learnt, and New Product Development

Goffin

Koners

2011

J of Product Innov Manag

222

168

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New product development (NPD) is a complex activity that is dependent on knowledge and learning. Much of the knowledge generated in NPD is tacit; it is difficult to express, connected with problem solving, and dependent on the interactions within teams. Post-project reviews (PPRs) are recognized as a highly effective mechanism for stimulating learning in NPD teams but, surprisingly, neither the typical ''lessons learnt'' that emerge from PPRs nor the role of tacit knowledge in NPD learning have previously been studied. To address this gap, five in-depth case studies were conducted at leading German companies. Three main sources of data were used: interviews with experienced NPD personnel using repertory grid technique, inspection of company process and project documentation, and observations of PPR discussions. Systematic coding of the qualitative data was conducted by two researchers working in parallel and verified through checks involving independent researchers. The coding process identified the lessons learnt and also the usage of metaphors and stories (which signifies tacit knowledge generation).The lessons that NPD personnel perceive to be the most important were identified from the repertory grid data. These included: knowing how to deal with project budgets, solving technical problems, meeting schedules, resource management, and managing organizational complexity. Four lessons learnt appear to be particularly closely linked to tacit knowledge: dealing with project budgets, problem solving, coping with time schedules, and coping with changes in product specifications. Data triangulation showed that the five companies did not capture many lessons in their reports on PPRs. In addition, it appears that the learning that was related to tacit knowledge was not captured for dissemination.Although the results from our exploratory sample cannot be generalized, there are some important implications. The results indicate that R&D managers should capitalize on the tacit knowledge within their organizations through mentoring (to transfer the lessons that are most closely linked to tacit knowledge), and encouraging the use of metaphors and stories to transfer key NPD knowledge. Future research needs to verify the results using a larger sample, focus on how NPD professionals learn, and identify the mechanisms that facilitate the transfer of tacit knowledge and project-to-project learning.Tacit knowledge is a popular management concept but one that is poorly understood, as empirical evidence to demonstrate the validity of the theoretical concepts is sadly lacking. This provides a unique opportunity for NPD scholars-they have the ideal arena in which a deeper understanding of tacit knowledge can be generated.

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Section: Results—repertory Grid Datamentioning

confidence: 99%

Tacit Knowledge, Lessons Learnt, and New Product Development

Goffin

Koners

2011

J of Product Innov Manag

222

168

View full text Add to dashboard Cite

show abstract

“…The next step was to consider whether the constructs could be grouped into a smaller number of valid and meaningful categories. Validity and reliability issues are critical in qualitative research (Drucker-Godard, Ehlinger, and Crenier, 2001) and so the analysis included an initial coding (categorization), a re-coding, and an independent reliability check (see Table 4). Initial coding (categorization) process.…”

Section: Analysis Of Multiple Gridsmentioning

confidence: 99%

Perceptions of Industrial Design: The “Means” and the “Ends”

Micheli

Jaina

Goffin

et al. 2012

J of Product Innov Manag

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It is widely accepted that industrial design can play an important role in the development of innovative products, but integrating design‐thinking into new product development (NPD) is a challenge. This is because industrial designers have very different perspectives and goals than the other members of the NPD team, and this can lead to tensions. It has been postulated that the communications between NPD managers and industrial designers are made more difficult because each group uses very different language. This research made the first empirical investigation of the language used by designers and managers in describing “good” and “poor” industrial design. In‐depth interviews were conducted with a sample of 19 managers and industrial designers at five leading companies. Multiple sources of data were utilized, including the repertory grid technique to elicit the key attributes of design, from the perspective of managers and designers. Using a robust, systematic coding approach to maximize the validity and reliability of qualitative data analysis, it was established that managers and industrial designers do not use a completely different vocabulary as previously supposed. Rather, it was found that managers and industrial designers use some common terms augmented by additional terms that are specific to each group: managers are commercially orientated in the “ends” they want to achieve and designers perceive more antecedents (“means”) necessary to achieve their “ends”—iconic design. This research led to a grounded conceptual model of the role of design, as perceived by managers and industrial designers. The implications of the results achieved are wide: they indicate how managers and designers can interact more productively during NPD; they highlight the need for more research on the language of designers and managers; and they point to issues that need to be covered in the education of industrial designers. Finally, this work suggests how managers and designers can engage in a more fruitful dialogue that will help to make NPD more productive.

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“…For example, results of the quantitative and qualitative analysis were similar. By providing evidence that two different measurement systems (words count and researchers’ rating) obtained similar results, we have produced evidence of criterion validity (Drucker‐Godard, Ehlinger, and Grenier 2001).…”

Section: Discussionmentioning

confidence: 80%

Measuring New Public Management and Governance in Political Debate

Fattore

Dubois

Lapenta

2012

Public Administration Review

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New Public Management (NPM) recently has been compared and contrasted with public governance (PG) to illustrate shifts in conceptions of public administrations and in reform agendas. The authors develop measures to capture the relevance of NPM and PG in textual discourse and investigate the extent to which they have entered the political debate. Content analysis of electoral programs for the 2005 Italian regional elections reveals that even in this legalistic country, considerable attention was paid to both NPM and PG issues. An important explanatory variable in preference for NPM or PG is party ideology, highlighting often‐ignored within‐country dynamics. Furthermore, the authors show how a methodological approach adapted from mainly political science and business research can be exploited in the field of public administration.

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Validity and Reliability

Cited by 16 publications

References 0 publications

Tacit Knowledge, Lessons Learnt, and New Product Development

Tacit Knowledge, Lessons Learnt, and New Product Development

Perceptions of Industrial Design: The “Means” and the “Ends”

Measuring New Public Management and Governance in Political Debate

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