An Examination of Collaboration in High-Technology New Product Development Processes

Jassawalla, Avan R.; Sashittal, Hemant C.

doi:10.1016/s0737-6782(97)00080-5

Cited by 237 publications

(102 citation statements)

References 49 publications

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“…Various concepts characterize problem-solving approaches to accomplishing specific tasks such as cooperation (Pinto et al 1993), coordination (Argote 1982), interdependence (Stewart and Barrick 2000), integration (Kahn 1996), and collaboration (Liedtka 1996). Collaboration has surfaced more recently as a useful conceptualization for the project member interactions in evolving new product contexts (Jassawalla andSashittal 1998, Liedtka 1996), particularly as other terms fail to adequately address the specialized challenges that confront project members in technological environments. Indeed, researchers have recognized the importance of collaboration as a projectlevel activity that contributes to both project and organizational effectiveness through the enhancement of the social, organizational, and psychological environment in which work is accomplished (Edmondson 1999).…”

Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

“…In addition to a general sense of collective participation, collaboration among project members involves high levels of "at-stakeness," transparency, mindfulness, and synergies from their interactions (Jassawalla and Sashittal 1998). Applying these components to problem solving, project members attack problems rather than each other and resolve conflicts through honest and open discussion.…”

Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

“…Further, collaborative problem solving can help overcome the physical and perceptual distance among project members from R&D, marketing, and other functional groups, ensuring early involvement of all members and the sharing of responsibility. In product innovation contexts, collaborative problem-solving strategies reduce product development uncertainty and have been shown to result in significantly improved new product performance (Jassawalla and Sashittal 1998).…”

Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

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Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development

Bingham

Umphress

2007

Organization Science

101

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T he literature on new product development has examined several important determinants of collaboration among project members. However, we are not aware of any study that links top management decisions with project members' collaborative behavior. To address this significant gap, this study examines how perceived procedural justice in top management decisions regarding new products is related to collaborative problem solving among new product development project members. Our results from 109 technology firms-as well as from 91 student-based project groups-suggest that perceived procedural justice in top management decisions is positively related to collaborative problem solving among project members, and that collaborative problem solving mediates the relationship between perceived procedural justice and new product performance. Furthermore, we found that the relationship between perceived procedural justice and collaborative problem solving is positively moderated by environmental uncertainty. Contrary to our expectation, however, our findings show a negative moderating effect of project members' perceived organizational commitment on the relationship between perceived procedural justice and collaborative problem solving.

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Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

Section: Perceived Procedural Justice In Top Management Decisions Regmentioning

confidence: 99%

See 1 more Smart Citation

Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development

Bingham

Umphress

2007

Organization Science

101

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“…Persson (2005) went on to propose a collaborative workspace with a joint mindset by means of socialisation and mediating instruments to enhance collaboration. Other integrating mechanisms included social organisation (Kahn, 1996;Jassawalla and Sashittal, 1998), the use of intercommunal negotiation for better cross-functional teamwork (Brown and Duguid, 2001), having boundary-spanning and good teaming skills (Nemhard and Edmondson, 2009) and employing information and communication technology (Sproull and Kiesler, 1991;Toye, et al 1993). Although other established methods such as Quality Function Deployment (QFD) and stagegate solutions are available (Ulrich and Eppinger, 2000), they are primarily designed for engineers.…”

Section: Inter-disciplinary Collaboration During Npdmentioning

confidence: 99%

“…In addition, collaboration represents a higher level relationship when compared to communication that is limited to information exchange. Jassawalla and Sashittal (1998) stated that collaboration occurs when participants command equal interest, adopt transparency with high awareness, are mindful through integrated understanding, and perform with synergy. Collaboration allows members from different teams to divide work effectively, assist each other in maximising their joint contribution, and communicating accurate information such as through the use of precise design representations.…”

Section: Inter-disciplinary Collaboration During Npdmentioning

confidence: 99%

Development of a tool for building shared representations among industrial designers and engineering designers

2010

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Previous studies have demonstrated the importance of multi-disciplinary collaboration in New Product Development (NPD). As such, interactions between industrial designers and engineering designers have become increasingly important. This research project aims to build a shared understanding between the 2 disciplines during NPD. Following empirical research that revealed collaboration-related problem areas, as well as collecting data concerning the use of design representations, a card system was developed to provide information on the role and significance of design representations, leading to joint understanding, improved communication and creation of shared knowledge. When asked in the validation study if the system would foster collaboration, 68.2% of industrial designers and 63.2% of the engineering designers gave a good and excellent rating, indicating that the system could play a significant role towards the support of multidisciplinary teamwork. Despite the importance of inter-disciplinary collaboration, few studies have examined the relationship between industrial design and engineering design.For this study, industrial design encompasses the specification of product form including aesthetic judgement, semantics, user interface and social requirements (IDSA, 2006;Tovey, 1994;Flurscheim, 1983). In contrast, the term engineering design broadly encompasses mechanical, electrical and electronic engineering (Fielden, 1963), all of which employ science-based problem solving methods (Hurst, 1999 Previous research has mainly focused on inter-disciplinary collaboration between engineering design and manufacturing (Beskow, 1997;Ulrich and Eppinger, 2000) and engineering with marketing (Griffin and Hauser, 1996;Shaw and Shaw, 1998). With the exception of Persson and Warell (2003) Standardising the Use of Design RepresentationsDesign representations can be expressed through language, graphic or artefacts (Goel 1995; Goldschmidt, 1997) and they refer to models of the 6 object being symbolised (Palmer, 1987 (Goldschmidt, 1992). In comparing the differences between representations favoured by the 2 disciplines, Veveris (1994) observed that engineering designers used models associated with engineering principles, functional mechanisms, production issues; whereas industrial designers applied representations related to appearance and usability. Despite the various attempts to classify representations by other authors (Tjalve et al. 1979;Ullman, 1988;Tovey, 1989;Evans, 1992;Ferguson, 1992;Goldschmidt, 1992;Veveris, 1994;Kavakli et al., 1998; 7 Cross, 1999;Do et al., 2000;Otto and Wood, 2001;Cain, 2005 Although ambiguous representations possess benefits, their ill-defined nature makes it difficult for engineering designers to comprehend and recognise how they work in relation to a product's technical parameters (Saddler, 2001). It may be difficult for a viewer other than the originator to understand the embodied meaning, context or scale (McGown, et al., 1998). The need for accurate and effective representat...

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References

2004

Process Management in Design and Construction

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An Examination of Collaboration in High-Technology New Product Development Processes

Cited by 237 publications

References 49 publications

Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development

Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development

Development of a tool for building shared representations among industrial designers and engineering designers

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