Crisis management in new product development: A tale of two stories

Samra, Yassir M.; Zhang, Haisu; Lynn, Gary S.; Reilly, Richard R.

doi:10.1016/j.technovation.2018.06.001

Cited by 8 publications

(4 citation statements)

References 73 publications

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“…The exploratory and qualitative nature of the study means that it is not possible to draw widely generalisable nor definitive conclusions from the analysis. To validate the findings of this study, a quantitative study with a larger sample size could provide (Muenzberg et al, 2016) Strong, appealing common goal reduced competitive tension, facilitated trust and ensured access to the best resources Common organisational objective (Holland et al, 2000) High level of perceived crisis can result in better NPD performance (Samra et al, 2019) Different organisational cultures can act as drivers of crises in collaborative NPD (Lynch et al, 2014) The involvement & collaboration of companies of different sizes and varying expertise can have mutually beneficial long-term effects Face-to-face communication is essential for trust, mutual respect and commitment (Ansell and Gash, 2007) Crucial role of employee motivation, supported through digital tools and highly capable employees, to ensure effective knowledge sharing Knowledge sharing behaviour among employees can be restricted by their motivation, opportunity or ability (Siemsen et al, 2008) Cooperation and knowledge exchange between OEM and supply chain (García-Villarreal et al, 2019) Early and open involvement of suppliers needed to avoid bottlenecks Experts & their expertise needed (Pietzsch et al, 2009;Muenzberg et al, 2016;Kirkire and Rane, 2017) Being able to choose the experienced specialists facilitates productivity -'pick the strongest athlete for the task' Management attention and support needed (Akgün et al, 2007;Muenzberg et al, 2016) Maximum productivity achieved through empowerment of team members -'put the decision at the point of greatest knowledge' Strong leadership skills required for successful MDD (Ocampo and Kaminski, 2019) more generalisability. Given the pandemic nature of COVID-19 and the numerous consortia formed globally to address similar challenges to those faced in the UK, there are multiple opportunities for such research to be undertaken.…”

Section: Further Researchmentioning

confidence: 93%

“…In a later study, Akgün et al (2007) found that a high degree of management support facilitates speed‐to‐market and new product success. A recent study by Samra et al (2019) suggests that a high level of perceived crisis can result in better new product performance. Muenzberg et al (2016) provided the first detailed study of NPD crises by analysing 15 industrial NPD projects, in which participants reported crises of diverse natures.…”

Section: Literature Reviewmentioning

confidence: 99%

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Rapid setup and management of medical device design and manufacturing consortia: experiences from the COVID‐19 crisis in the UK

2021

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The COVID‐19 pandemic caused severe ventilator shortages in many healthcare systems worldwide. The UK government reacted to this with a three‐pronged approach of importing, up‐scaling existing production and supporting new design projects. The latter two parts – labelled the UK Ventilator Challenge – included over 50 companies from various sectors including the automotive and aerospace industries. Nine multi‐partner consortia and five single‐company projects were initiated with varying approaches. This study explores lessons learned during the setup and management of these medical device designs and manufacturing consortia. A qualitative survey methodology was employed, and 32 semi‐structured stakeholder interviews were conducted. The primary data was triangulated through the collection of 42 secondary data sources such as webinars and radio interviews. Transcription and a three‐step data analysis process of thematic coding identified six lessons learned. The analysis of the data showed that a strong, appealing common goal can enable employee motivation and trust as well as align priorities across all companies involved. This facilitates the involvement and fruitful collaboration of companies with varying sizes and fields of expertise. Furthermore, selecting the most suitable employees with specialist knowledge for high‐priority projects and empowering them to make decisions can have a positive effect on project performance. The findings from the study complement existing literature on new product development and crisis management processes. In addition, the results uncover potential long‐term effects such as more openness for cross‐sector collaborations, which can serve as interesting sources for further research.

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Section: Further Researchmentioning

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

Rapid setup and management of medical device design and manufacturing consortia: experiences from the COVID‐19 crisis in the UK

2021

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“…Il faut par un soutien éclairé démontrer que l'adoption des procédés 4D apporte de réels avantages aux entreprises (concepteurs et utilisateurs). Dans la situation de désordre associée à des crises (Samra et al, 2019 ;Mac Causland, 2020) comme celle liée au coronavirus, avec un environnement confronté à l'incertitude, la fabrication 4D qui est une technologie numérique, devrait être soutenue, pour autant que côté recherche, le monde académique et celui du transfert aille effectivement vers autre chose que des preuves de concept spectaculaires, mais industriellement peu utiles.…”

Section: Cadre Généralunclassified

Impression 4D : Une cécité de confort et/ou une approche systémique empêchée ?

Demoly¹,

André²

2021

Entropie

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En ajoutant de possibles changements temporels de forme et/ou de fonctionnalité à la fabrication additive, l'impression 4D apporte des potentiels nouveaux à ce domaine jeune encore en pleine expansion. Si des promesses transgressives sont associées à cette technologie à fort potentiel de croissance en recherche académique, les applications ciblées sont loin d'être atteintes. Sur la base de ce bilan, il apparait que des domaines proches, en situation de possible porosité disciplinaire, peuvent, avec un peu de créativité, faire quitter les travaux fortement autocentrés actuels pour tenter de ressourcer l'impression 4D, pour autant que la prise de risque en recherche interdisciplinaire soit mieux soutenue. Une proposition de « feuille de route » probablement améliorable est proposée : elle concerne d'une part, un axe scientifique où l'activité 4D recherchée s'appuie sur des couplages originaux entre matériaux (dont les méta-matériaux) et procédés, des fabrications hybrides multi-matériaux, un axe organisationnel où l'interdisciplinarité et la prise de risque seraient privilégiées. ABSTRACT. By adding possible temporal changes of form and/or functionality to additive manufacturing, 4D printing brings new potentials to this still expanding new field. While there is transgressive promise associated with this technology with high growth potential in academic research, targeted applications are far from being achieved. On the basis of this assessment, it appears that related fields, in a situation of possible disciplinary porosity, can, with some creativity, move away from the current highly self-centered work to try to re-invigorate 4D printing, provided that the risk-taking in interdisciplinary research is better supported. A proposal for a "roadmap" that is likely to be improved is proposed: it concerns on the one hand, a scientific axis where the 4D activity researched relies on original couplings between materials (including meta-materials) and processes, hybrid multi-material fabrications, and on the other hand, an organizational axis where interdisciplinarity and risk-taking would be privileged. MOTS-CLÉS. Fabrication additive, impression 3D/4D, créativité, interdisciplinarité, rupture technologique, applications industrielles. KEYWORDS. Additive manufacturing, 3D/4D printing, creativity, interdisciplinarity, technological breakthrough, industrial applications.« La caresse transcende le sensible. Non pas qu"elle aille au-delà du senti, plus loin que les sens, qu"elle se saisisse d"une nourriture sublime, tout en conservant, dans sa relation avec ce senti ultime, une intention de faim, qui va sur la nourriture qui se promet et se donne à cette faim, la creuse, comme si la caresse se nourrissait de sa propre faim. La caresse consiste à ne se saisir de rien, à solliciter ce qui s"échappe sans cesse de sa forme vers un avenir à solliciter, ce qui se dérobe comme s"il n"était pas encore. Ce n"est pas une intentionnalité de dévoilement, mais de recherche : marche à l"invisible » (Levinas, 1990).

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“…Despite a significant number of studies on working-from home arrangements and the effects of such arrangements on individuals’ social lives (Gajendran and Harrison, 2007; Kreikebaum and Herbert, 1988), work-life balance (Avery and Zabel, 2001; Kelliher and De Menezes, 2019), or performance (Bailey and Kurland, 2002; Choudhury et al, 2021; De Menezes and Kelliher, 2017; Gajendran and Harrison, 2007; Martínez-Sánchez et al, 2007), the considerations of how such arrangements affect teams and team communication have received comparatively scant attention yet (Van der Lippe and Lippényi, 2020). However, the focus on communication in teams is highly relevant because it influences teams’ coordination behavior and ultimately their performance (Kollmann et al, 2020; Lehmann-Willenbrock and Chiu, 2018; Samra et al, 2019; Uitdewilligen and Waller, 2018).…”

Section: Introductionmentioning

confidence: 99%

Forced to go virtual. Working-from-home arrangements and their effect on team communication during COVID-19 lockdown

Maurer

Bach

Oertel

2022

German Journal of Human Resource Management

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Working-from-home arrangements have become increasingly important for firms’ work organization. In this context, the COVID-19 pandemic has led to teams that previously did not work virtually being forced to interact and communicate virtually. In this study, we analyze changes in intra-team communication of four teams in a German medium-sized enterprise. Quantitative network analyses of email communication and qualitative analyses of interviews before and during the COVID-19 lockdown in spring 2020 show that flat hierarchies and self-managing processes helped team members to mitigate negative effects due to spatial and temporal dispersion in forced working-from-home arrangements. Moreover, analysis of the teams’ communication networks shows that forced remote work can trigger faultlines to become salient but that team cohesion, identification with the team, and individuals taking on broker roles prevent negative effects of faultlines on team performance. In discussing these findings, our study contributes to the research on coordination and communication in virtual teams by analyzing contextual, organizational, team-related as well as individual factors that explain how and why teams differ in successfully implementing working-from-home arrangements.

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Crisis management in new product development: A tale of two stories

Cited by 8 publications

References 73 publications

Rapid setup and management of medical device design and manufacturing consortia: experiences from the COVID‐19 crisis in the UK

Rapid setup and management of medical device design and manufacturing consortia: experiences from the COVID‐19 crisis in the UK

Impression 4D : Une cécité de confort et/ou une approche systémique empêchée ?

Forced to go virtual. Working-from-home arrangements and their effect on team communication during COVID-19 lockdown

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