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An Evaluation of Research on Integrated Product Development

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Author Info

  • Donald Gerwin

    ()
    (Eric Sprott School of Business and Department of Systems and Computer Engineering, Carleton University, Ottawa, Ontario K1S 5B6, Canada)

  • Nicholas J. Barrowman

    ()
    (Thomas C. Chalmers Centre for Systematic Reviews, Children's Hospital of Eastern Ontario Research Institute, and School of Mathematics and Statistics, Carleton University, Ottawa, Ontario K1S 5B6, Canada)

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    Abstract

    Integrated Product Development (IPD) creates overlap and interaction between activities in the new product development process and, because this increases the need to coordinate, compensates through other aspects of the new product development process (e.g., integrated tools), product definitions (e.g., incremental development), organizational context (e.g., reduced task specialization), and teaming (e.g., cross-functional teams). Since IPD has become an important new standard for managing new product development, this paper's general aim is to evaluate the research that has been conducted on it. Our three specific objectives include first critiquing the IPD literature by identifying problems with empirical research and recommending solutions. There are concerns about the overall approach, conceptualizing and operationalizing IPD characteristics, and selecting performance objectives. Second, we conduct a meta-analysis to evaluate relationships between specific IPD characteristics and project performance. We indicate where relationships do or do not exist and identify variables that may moderate these relationships. Third, we offer suggestions for extending IPD research into studies of (a) the hierarchy of teams working on a project, (b) one company managing a portfolio of projects over time, and (c) two or more firms collaborating in a strategic alliance.

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    File URL: http://dx.doi.org/10.1287/mnsc.48.7.938.2818
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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 48 (2002)
    Issue (Month): 7 (July)
    Pages: 938-953

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    Handle: RePEc:inm:ormnsc:v:48:y:2002:i:7:p:938-953

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    Related research

    Keywords: integrated product development; concurrent engineering; new product development; cross-functional teams; project management; literature review; meta-analysis;

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    Citations

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    Cited by:
    1. Christophe Haon & David Gotteland & Marianela Fornerino, 2009. "Familiarity and competence diversity in new product development teams: Effects on new product performance," Marketing Letters, Springer, vol. 20(1), pages 75-89, March.
    2. Paulo J. Gomes & Nitin R. Joglekar, 2008. "Linking modularity with problem solving and coordination efforts," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 29(5), pages 443-457.
    3. Rauniar, Rupak & Rawski, Greg, 2012. "Organizational structuring and project team structuring in integrated product development project," International Journal of Production Economics, Elsevier, vol. 135(2), pages 939-952.
    4. Ko, Krista K.B. & To, Chester K.M. & Zhang, Z.M. & Ngai, Eric W.T. & Chan, Theresa L.K., 2011. "Analytic collaboration in virtual innovation projects," Journal of Business Research, Elsevier, vol. 64(12), pages 1327-1334.
    5. RĂ©mi Maniak & Christophe Midler & Sylvain Lenfle, 2007. "Tracking the route of innovation across projects: insights from two case studies," Post-Print hal-00263136, HAL.
    6. Koufteros, Xenophon & Marcoulides, George A., 2006. "Product development practices and performance: A structural equation modeling-based multi-group analysis," International Journal of Production Economics, Elsevier, vol. 103(1), pages 286-307, September.

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