Towards understanding integration of heavyweight-product managers and collaboration software in collaborative product development: : An empirical study in Taiwan

Published on Oct 1, 2015in Technological Forecasting and Social Change3.81
· DOI :10.1016/j.techfore.2015.06.030
Ching-Torng Lin11
Estimated H-index: 11
(Dayeh University),
Wen-Jui Wu1
Estimated H-index: 1
(Dayeh University),
Li-Min Cheng1
Estimated H-index: 1
(Dayeh University)
With rapid proliferation of new product offerings, fast changing environments and shortened product life cycles, firms are being compelled to adopt a collaborative product development (CPD) approach to integrate key functions and stages of new product development in intrafirm and interfirm. An efficient CPD must rely on collaborative information systems (IS) to facilitate and support collaboration processes. Successful implementation of IS to fit the task must be recognized. Heavyweight-product managers (HPMs) who have sufficient authority to make significant decisions affecting the operation of the collaborative IS features and has gained significant importance Based on the task–technology fit model and by using CPD data collected from a survey of 205 companies, hypotheses regarding the role of HPMs and collaborative IS in enhancing collaborative product development were empirically tested. The results indicate that HPMs have a significant impact on the fitness of IS-to-task and computer utilization, and ultimately significant positive effect on product quality, as well as a reduction in design changes, cycle time and cost. The HPM seems to be an important exogenous construct affecting the relationships among the fitness of IS-to-task, computer utilization and product development performance. Firms implementing CPD operating in a changing and competitive environment appear to adopt HPMs to integrate collaborative product development task and system features for encouraging IS practices and improving CPD performance.
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  • Citations (2)
Published on Aug 1, 2014in International Journal of Project Management4.69
Anita Friis Sommer4
Estimated H-index: 4
(AAU: Aalborg University),
Iskra Dukovska-Popovska7
Estimated H-index: 7
(AAU: Aalborg University),
Kenn Steger-Jensen10
Estimated H-index: 10
(AAU: Aalborg University)
Abstract The basis for product development in many large industrial companies is a traditional project management method positing non-overlapping phases, independent activities, and a dedicated project team. Research findings indicate that the use of integrated product development methods increases performance compared to traditional methods in contexts of complex problem solving, which are disruptive and non-linear. Even though integrated product development has been the focus of a large number...
Published on Feb 1, 2014in Technological Forecasting and Social Change3.81
Sercan Ozcan3
Estimated H-index: 3
(Aberystwyth University),
Nazrul Islam15
Estimated H-index: 15
(Aberystwyth University)
Patenting activities and technology diffusion in high-tech sectors are being increasingly driven by collaborative, international and technology-based new entrants. In the realm of nanotechnology, one of the most mature structures is nanowire. This paper is concerned with the technology transfer process in the nanowire field; in particular it examines how patent collaborations occur and how the key actors interact with each other to support this process. This study uses a different methodology th...
Published on Jan 1, 2014in Industrial Marketing Management4.78
Teck-Yong Eng18
Estimated H-index: 18
(University of Southampton),
Sena Ozdemir3
Estimated H-index: 3
(University of Essex)
Although cross-functional integration is important for research and development (R&D), research about implications of cross-functional integration has been rather sparse. In new product development (NPD), no study to date has examined intrafirm as well as interfirm integration of key functions such as intrafirm R&D–marketing–production together with interfirm integration of host R&D–partner R&D. Such marketing and operations interface contributes to a better understanding of how operational and ...
Published on Jul 1, 2012in California Management Review5.00
Henrik Florén10
Estimated H-index: 10
(Halmstad University),
Johan Frishammar24
Estimated H-index: 24
(Luleå University of Technology)
Front-end activities largely influence the outcomes of new product development processes, because it is here that firms create new ideas, give them direction, and set them in motion. We show that the front end can be understood as comprising three core activities: idea/concept development, idea/concept alignment, and idea/concept legitimization, which allow firms to create corroborated product definitions. This article provides important implications for managers interested in front-end manageme...
Published on Feb 1, 2012in International Journal of Production Economics5.00
Rupak Rauniar7
Estimated H-index: 7
(University of Houston–Victoria),
Greg Rawski7
Estimated H-index: 7
(University of Evansville)
For a superior project result, integrated product development (IPD) project need to have stage-specific management approaches where the front-end structuring supports and strengthens the management of the project and the team during the execution stages. In the current study we focus on relationships on the organizational level variable during the front-end stage of the project, organizational structuring, with a project execution level variable, project team structuring to study the impact on p...
Published on Jan 1, 2011in Communications of The Ais
Heather A. Smith19
Estimated H-index: 19
James D. McKeen21
Estimated H-index: 21
Published on Jan 1, 2011in Journal of Product Innovation Management3.78
Charles C. Snow30
Estimated H-index: 30
(PSU: Pennsylvania State University),
Øystein D. Fjeldstad10
Estimated H-index: 10
+ 1 AuthorsRaymond E. Miles28
Estimated H-index: 28
(University of California, Berkeley)
The increased importance of knowledge creation and use to firms’ global competitiveness has spawned considerable experimentation with organizational designs for product development and commercialization over the last three decades. This paper discusses innovation-related organizational design developments during this period, showing how firms have moved from stand-alone organizations to multifirm network organizations to community-based organizational designs. The collaborative community of firm...
Published on Apr 1, 2010in Information & Management4.12
Yufei Yuan30
Estimated H-index: 30
(McMaster University),
Norman P. Archer15
Estimated H-index: 15
(McMaster University)
+ 1 AuthorsWuping Zheng2
Estimated H-index: 2
(McMaster University)
The rapid growth in the use of wireless communication and portable devices has created a potential for a variety of mobile work support. However, few studies have explored the nature of mobile work, examined the needs for its support, and identified the appropriate support for various kinds of work in mobile contexts. In our study, a mobile task model was proposed and tested, including three dimensions: mobility, location dependency, and time criticality. Four context-related mobile work support...
Published on Oct 1, 2009in Technovation5.25
Poul Houman Andersen21
Estimated H-index: 21
(AU: Aarhus University),
Ina Drejer14
Estimated H-index: 14
(AAU: Aalborg University)
Abstract While supplier involvement in product development projects can contribute with valuable knowledge and expertise, such involvement also poses organizational and managerial challenges, particularly if several rival suppliers are involved. This paper explores these challenges in the wind turbine industry, based on two interrelated Danish case studies. The analysis results in three propositions regarding how supplier rivalry and technological specialization influences roles, coordination pa...
Published on Aug 1, 2009in Journal of Operations Management7.78
Anant Mishra7
Estimated H-index: 7
(UMN: University of Minnesota),
Rachna Shah16
Estimated H-index: 16
(UMN: University of Minnesota)
Abstract It is widely recognized that new product development (NPD) is a highly interdependent process, yet efforts to empirically model the interdependence and examine its effect on firm performance are scarce. Our study addresses this research gap. We model firms’ abilities to collectively collaborate with suppliers, customers, and internal employee teams in NPD as collaborative competence and examine its impact on project and market performance. Using responses collected from 189 NPD managers...
Cited By2
Published on Sep 10, 2019in Production Planning & Control3.34
Carmen Gonzalez-Zapatero3
Estimated H-index: 3
(University of Salamanca),
Javier González-Benito29
Estimated H-index: 29
(University of Salamanca)
+ 1 AuthorsJohann Riedel12
Estimated H-index: 12
(University of Nottingham)
AbstractGrowing dependence on suppliers for production and innovation, together with increasing consumer demands, has prompted recent discussions of the importance of purchasing–marketing functiona...
Published on Dec 1, 2016in Technological Forecasting and Social Change3.81
Ik-Whan G. Kwon16
Estimated H-index: 16
(SLU: Saint Louis University),
Sung-Ho Kim1
Estimated H-index: 1
(SLU: Saint Louis University),
David G. Martin1
Estimated H-index: 1
(Western Connecticut State University)
Healthcare supply chain has recently attracted attention by scholars, researchers, government officials and providers as one of the main tools in their effort to manage healthcare cost and improve quality at the same time (Elmuti, et al., 2013). It is reported that healthcare costs in the United States represent a sizeable portion of the gross domestic product and it is expected to increase at a much higher rate than other sectors in the economy. Nevertheless maturity of healthcare supply chain ...
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