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• W1982577282 abstract "Most studies of new product development practices focus on comparisons of individual projects, to identify factors contributing to their success or failure. This paper builds on an in-depth field study of the interaction of one single NPD project with the organizational context of the firm. The project typified many recommended practices for new-design projects: a co-located, cross-functional project team, close collaboration with external system suppliers, a hard-driving project manager and strong top management support. However, when evaluated in their organizational context as to their consequences for other on-going projects, these attributes turned out to have a deeply ambivalent character. By combining results from the case study and evidence from the literature several implications for NPD-organizing are suggested: the value of alternating co-location and physical separation according to the requirements of specific project phases; to take project duration into account in location decisions; and to address both interaction within the project and mechanisms for its interaction and integration with other departments and projects." @default.
• W1982577282 created "2016-06-24" @default.
• W1982577282 creator A5042380318 @default.
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• W1982577282 date "2006-07-01" @default.
• W1982577282 modified "2023-09-23" @default.
• W1982577282 title "Co-locating NPD? The need for combining project focus and organizational integration" @default.
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• W1982577282 doi "https://doi.org/10.1016/j.technovation.2005.04.004" @default.
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