Integration in New Product Development: Case Study in a Large Brazilian
Keywords:integration, technology management, new product development, Brazilian high-technology company
AbstractProficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, particularly for high-tech industrial firms, which benefit from the important competitiveness factor of launching products with a differentiated technological content. This paper’s objective was to identify, through case study, practices for integration between the roles of R & D with others involved in product development in a large Brazilian company of industrial automation. The results suggest some management practices to improve the integration in new products development, such as the use of employees from marketing with knowledge and experience previously gained from R & D activities and uses the heavyweight product manager to solve synchronization problems between product and technology development.
BREM, A., Voight, K. (2009). Integration of market pull and technology push in the corporate front end and in- novation management – insights from the Germany soft- ware industry, Technovation, 29 (5), 351-367.
BRETTEL, M., Heinemann, F., Engelen, A., Neubauer, S. (2011). Cross-functional integration of R&D, Marketing and Manufacturing in radical and incremental product in- novations and its effects on project effectiveness and effi- ciency, The Journal of Product Innovation Management, 28 (2), 251-269.
BRÜHL, R., Horsch, N., Osann, M. (2010). Improving inte- gration capabilities with management control, European Journal of Innovation Management, 13 (4), 385-408.
BURGELMAN, R. A., Mandique, M. A., Wheelwright, S. C. (2001). Strategic Management of Technology and Inno- vation, 3ª ed., McGraw-Hill Book, Singapure.
BRYMAN, A. (2006). Integrating quantitative and qualitative research: how is it done? Qualitative Research, 06 (1), 97-113.
CALABRESE, G. (1997). Communication and cooperation in product development: a case study of European car producer, R&D Management, 27 (3), 239-252.
CARVALHO, J. L. M. and Toledo, J. C. (2008). The cha- llenge of integrating applied research and product development process: case study, Product: Management & Development, 06(2), 173-181.
DREJER, A. (2002). Integrating product and technology development. International Journal Technology Management, 24 (2/3), 124-142.
ELDRED, E. W., McGrath, M. E. (1997). Commercializing new technologies – II, Research Technology Management, 40 (2), 29-33.
EPPRINGER, S. D., Chitkara, A. R. (2006). The practice of global product development, MIT Sloan Management Review, 27 (4), 1-11.
GIBBERT, M., Ruigrok, W. (2010). The “what” and “how” of case study rigor: three strategies based on published work, Organizational Research Methods, 14 (4), 710-737.
GRIFFIN, A., Hauser, J. R. (1996). Integrating R&D and marketing: a review and analysis of the literature, Journal of Product Innovation Management, 13(3), 191-215.
GUMUSLUOGLU, L., Ilsev, A. (2009). Transformational leadership and organizational innovation: the roles of internal and external support for innovation, The Journal of Product Innovation Management, 26(3), 264- 277.
HAVERILA, M. (2010). The marketplace variables in successful and unsuccessful NPD projects in technology intensive companies. Journal of Technology Management & Innovation, 5(3), 121-136.
IANSITI, M. (1998). Technology integration: making critical choices in a dynamic world, HBS Press, Boston.
JOHANSSON, G., Magnusson, T., Säfsten, K., Lakemond, N. (2006). Case studies on the application industrial innovation process, in: Second European Conference on Management of Technology - Euromot, Birmingham, United Kingdom.
KAPPEL, T. A. (2001). Perspectives on roadmaps: how organisations talk about the future. The Journal of Product Innovation Management, 18 (1), 39-50.
KATZ, R., Allen, T. J. (1997). Organizational issues in the introduction of new technologies. In: Katz, R. (Ed.), The human side of managing technological innovation. Oxford University Press: Oxford, 384-410.
KELLEY, D., Lee, H. (2010). Managing innovation champions: the impact of Project characteristics on direct manager role, Journal of Product Innovation Management,
KIM, Y., Min, B., Cha, J. (1999). The roles of R&D team leaders in Korea: a contingent approach, R&D Management, 29 (2), 153-165.
KOEN, P. A., Ajamian, G. M., Boyce, S., Clamen, A., Fisher, E., Fountoulakis, S., Johnson, A., Purl, P., Seibert, R. (2002). Fuzzy front end: effective methods, tools, and techniques, In: Bellivean, P.; Griffin, A. and Somermeyer, S. (edts), The PDMA Handbook of new product development. John Wiley & Sons, New Jersey, 1-35.
LAWRENCE, P., R., Lorsch, J. W. (1973). As empresas e o ambiente: diferenciação e integração administrativas, Vozes, Petrópolis.
LEAL-EGAÑA, A. (2006). Multidisciplinary teams: the next step in the science. Journal of Technology Management & Innovation, 1(1), 21-26.
LEENDERS, M. A. A. M., Wierenga, B. (2002). The effectiveness of different mechanisms for integrating marketing and R&D, The Journal of Product Innovation Management, 19 (2), pp. 305-317.
LEE, J.; Lee, J., Souder, W. E. ( 2000). Differences of organizational characteristics in new product development: cross-cultural comparison of Korea and US, Technovation, 20 (9), pp.497-508.
LOVE, J. H., Roper, S. (2009). Organization innovation: complementarities between cross-functional teams, Technovation, 29 (3), 192-203.
MALTZ, E., Souder, W., E., Kumar, A. A. (2001). Influencing R&D/marketing integration and the use of market information by R&D managers intended and unintended effects of managerial actions, Journal of Business Research, 52 (1), 69-82.
NOBELIUS, D. (2004). Linking product development to applied research: transfer experiences from an automotive company, Technovation, 24 (4), 321-334.
OLSON, E. M., Orville, C. W., Ruekert, R. W., Bonner, J. B. (2001). Patterns of cooperation during new product development among marketing, operations and R&D: implications for project performance, Journal of Product Innovation Management, 18 (4), 258-271.
PARK, M. H., Lim, J. W., Birnbaum-More, P. H. (2009). The effect of multiknowledge individuals on performance in cross-functional new product development teams, The Journal of Product Innovation Management, 26 (1),
PERKS, H., Zhang, C., Kahn, K. (2008). An empirical evaluation of the effect and nature of R&D – Marketing integration in new product development in incumbent Chinese firms, in: 15TH International Product Development Management Conference-IPDM, Hamburgo, Germany.
PINTO, M. B., Pinto, J. K., Prescott, J. E. (1993). Antecedents and consequences of project team cross-functional cooperation, Management Science, 39 (10), 1281-1297.
ROUSSEL, P. A.; Saad, K. N.; Bohlin, N. (1992). Pesquisa & Desenvolvimento: como integrar P&D ao plano estratégico e operacional das empresas como fator de produtividade e competitividade. São Paulo: Makron Books.
ROZENFELD, H., Forcellini, F. A., Amaral, D. C., Toledo, J. C., Silva, S. L., Alliprandini, D. H., Scalice, R. K. (2006). Gestão de desenvolvimento de produto: uma referência para a melhoria do processo, Saraiva, São Paulo.
SIM, E. W., Griffin, A., Price, R., Vojak, B. (2007). Exploring differences between inventors, champions, implementers and serial innovators in developing new products in large, mature firms. Creativity and Innovation Manage- ment. 6 (4),422-435.
SONG, L. Z., Song, M. (2010). The role of information technologies in enhancing R&D-Marketing integration: an empirical investigation, Journal of Product Innovation Management, 27( 3), 382-401.
SOUDER, W. E., Buisson, D.,Garret, T. (1997). Success through customer-driven new product development: a comparison of US and New Zealand small entrepreneurial high technology firms, Journal of Product Innovation Management, 14 (6), 459-472.
TOLEDO, J. C., Silva, S. L., Mendes, G. H. S., Jugend, D. (2008). Fatores críticos de sucesso no gerenciamento de projetos de desenvolvimento de produto em empresas de base tecnológica de pequeno e médio porte, Gestão & Produção, 15 (1), 117-134.
YIN, R. K. (2005). Estudo de caso: planejamentos e métodos, 3ª ed., Bookman, Porto Alegre.
ZAPATA, A. R. P., Cantú, S. O. (2008). Gestion estratégica de la tecnologia em el predesarrolo de nuevos productos. Journal of Technology Management & Innovation,
How to Cite
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).