There is limited empirical evidence to support the importance of design-manufacturing (DM) integration on the performance of new product development projects. This article focuses on the impact of integration processes and their outcomes on multidimensional project performance. When considering integration as interaction processes, we find that the degree of interaction is positively correlated with respect for time and prestige. If one succeeds in smoothing the production start-up, which is an outcome of integration, a better respect for time, budget and technical specifications is realized. Finally, we provide some insights into the perceived room to improve integration. Even though perceptions do not always correspond with reality, it is interesting to examine them since product development decisions are often taken in response to an individuals perceptions (Kleinschmidt & Cooper, 1995).
Download Info
To download:
If you experience problems downloading a file, check if you have the
proper application to
view it first. Information about this may be contained
in the File-Format links below. In case of further problems read
the IDEAS help
page. Note that these files are not on the IDEAS
site. Please be patient as the files may be large.
References listed on IDEAS Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.: