FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W301785509> ?p ?o ?g. }

• W301785509 startingPage "37" @default.
• W301785509 abstract "An increasingly competitive global economy, coupled with rapid technological change, has made improvements in new product development a necessity. Strategies of being first-to-market or a quick second are increasingly seen as the most effective approaches for competing with both foreign and domestic rivals (1). Proposed techniques for speeding up the development process are diverse, ranging from increased use of new technologies such as CAD/CAM, to changing the structure of the organization, to reorganizing the teams responsible for actual development and testing of the new product (2,3,4). What many of these techniques have in common is their attempt to improve the coordination among the different functions in the organization. A good deal of research (see 5) suggests that much of the delay in product development comes from the difficulty in coordinating the efforts of the various groups that must contribute to the development of a new product. Examples abound of the difficulties of ensuring that product designs can be easily manufactured, or of failing to include important information from marketing or sales and service early in the design process. Perhaps the most common approach for speeding up the product development process is the use of a team to design the new product rather than assigning the design and development work to a single individual. As products become more complex, it is no longer possible for a single engineer or scientist to complete a project alone. In addition, the use of a cross-functional team has the potential to improve inter-unit coordination, to allow for project work to be done in parallel, not just sequentially, and to reduce delays due to the failure to include the necessary information from throughout the organization (6). If new product teams are able to fulfill their promise of shortening the product development cycle, they must develop the ability to obtain information and resources from diverse sources both inside and outside the organization. Without detailed technical, market, political, and financial information it is unlikely that the new product will meet both customer needs and the expectations of others in the organization. In addition to simply collecting information from diverse sources, teams must also interact with others in the organization to negotiate delivery deadlines, coordinate or synchronize work flow, obtain support from upper levels of management, and smoothly transfer the ownership of the new product to manufacturing, marketing and other groups. What this suggests is that developing an understanding of how teams deal with other groups can have important implications for helping improve the performance of these teams. Boundary management is the process by which teams manage their interactions with other parts of the organization. It refers to lateral communications with other functional groups as well as with people farther up the division or corporate hierarchy. Boundary management not only refers to communications or interactions that the team initiates but also to how the team responds to input from others. In short, it describes the entire set of interactions a team must undertake in dealing with others upon whom it is dependent for information or resources or with whom it must coordinate to complete its assignment. How a team manages its boundaries can affect the team's performance. This article reports some general findings from a study of the boundary management activities of 45 new product teams in five high-technology companies (see box, next page). We will lay out the patterns of activities teams use to coordinate with other parts of the organization and indicate how these patterns can influence both the internal functioning of the team and its overall performance. Then we will conclude with recommendations for managers who wish to improve the product development process. Managing Across the Team's Boundary Before describing how team members interact with others, it is useful to know that the members of the 45 teams spend, on average, about 48 percent of their time working alone, 38 percent of their time working with other team members, and only 14 percent of their time working with outsiders. …" @default.
• W301785509 created "2016-06-24" @default.
• W301785509 creator A5066390670 @default.
• W301785509 creator A5086220491 @default.
• W301785509 date "2007-09-01" @default.
• W301785509 modified "2023-09-22" @default.
• W301785509 title "Improving the Performance of New Product Teams: How a Team Manages Its Boundaries Can Affect Its Performance and, in Turn, the Duration of the Product Development Cycle" @default.
• W301785509 hasPublicationYear "2007" @default.
• W301785509 type Work @default.
• W301785509 sameAs 301785509 @default.
• W301785509 citedByCount "4" @default.
• W301785509 countsByYear W3017855092012 @default.
• W301785509 countsByYear W3017855092016 @default.
• W301785509 crossrefType "journal-article" @default.
• W301785509 hasAuthorship W301785509A5066390670 @default.
• W301785509 hasAuthorship W301785509A5086220491 @default.
• W301785509 hasConcept C111919701 @default.
• W301785509 hasConcept C112758219 @default.
• W301785509 hasConcept C112930515 @default.
• W301785509 hasConcept C120823896 @default.
• W301785509 hasConcept C121615247 @default.
• W301785509 hasConcept C124952713 @default.
• W301785509 hasConcept C142362112 @default.
• W301785509 hasConcept C144133560 @default.
• W301785509 hasConcept C162853370 @default.
• W301785509 hasConcept C19351080 @default.
• W301785509 hasConcept C194304873 @default.
• W301785509 hasConcept C195094911 @default.
• W301785509 hasConcept C2524010 @default.
• W301785509 hasConcept C2780378061 @default.
• W301785509 hasConcept C33923547 @default.
• W301785509 hasConcept C41008148 @default.
• W301785509 hasConcept C526771534 @default.
• W301785509 hasConcept C90673727 @default.
• W301785509 hasConcept C91485673 @default.
• W301785509 hasConcept C98045186 @default.
• W301785509 hasConceptScore W301785509C111919701 @default.
• W301785509 hasConceptScore W301785509C112758219 @default.
• W301785509 hasConceptScore W301785509C112930515 @default.
• W301785509 hasConceptScore W301785509C120823896 @default.
• W301785509 hasConceptScore W301785509C121615247 @default.
• W301785509 hasConceptScore W301785509C124952713 @default.
• W301785509 hasConceptScore W301785509C142362112 @default.
• W301785509 hasConceptScore W301785509C144133560 @default.
• W301785509 hasConceptScore W301785509C162853370 @default.
• W301785509 hasConceptScore W301785509C19351080 @default.
• W301785509 hasConceptScore W301785509C194304873 @default.
• W301785509 hasConceptScore W301785509C195094911 @default.
• W301785509 hasConceptScore W301785509C2524010 @default.
• W301785509 hasConceptScore W301785509C2780378061 @default.
• W301785509 hasConceptScore W301785509C33923547 @default.
• W301785509 hasConceptScore W301785509C41008148 @default.
• W301785509 hasConceptScore W301785509C526771534 @default.
• W301785509 hasConceptScore W301785509C90673727 @default.
• W301785509 hasConceptScore W301785509C91485673 @default.
• W301785509 hasConceptScore W301785509C98045186 @default.
• W301785509 hasIssue "5" @default.
• W301785509 hasLocation W3017855091 @default.
• W301785509 hasOpenAccess W301785509 @default.
• W301785509 hasPrimaryLocation W3017855091 @default.
• W301785509 hasRelatedWork W1484875536 @default.
• W301785509 hasRelatedWork W1504898305 @default.
• W301785509 hasRelatedWork W1527894664 @default.
• W301785509 hasRelatedWork W155198188 @default.
• W301785509 hasRelatedWork W2017158166 @default.
• W301785509 hasRelatedWork W2018848117 @default.
• W301785509 hasRelatedWork W2024431997 @default.
• W301785509 hasRelatedWork W2151956647 @default.
• W301785509 hasRelatedWork W2164957551 @default.
• W301785509 hasRelatedWork W2483708748 @default.
• W301785509 hasRelatedWork W264503093 @default.
• W301785509 hasRelatedWork W267338294 @default.
• W301785509 hasRelatedWork W2769378760 @default.
• W301785509 hasRelatedWork W2966345626 @default.
• W301785509 hasRelatedWork W309822661 @default.
• W301785509 hasRelatedWork W324724931 @default.
• W301785509 hasRelatedWork W34016186 @default.
• W301785509 hasRelatedWork W2621637139 @default.
• W301785509 hasRelatedWork W2768981724 @default.
• W301785509 hasRelatedWork W2770953582 @default.
• W301785509 hasVolume "50" @default.
• W301785509 isParatext "false" @default.
• W301785509 isRetracted "false" @default.
• W301785509 magId "301785509" @default.
• W301785509 workType "article" @default.