Journal ArticleDOI
The Superweight Project Team and Manager
Christer Karlsson,Rajesh Nellore +1 more
TLDR
In this paper, the authors present a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed, and the model incorporales a superweight manager who manages a "live or die" strategic programme across different projects.Abstract:
This paper presents a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed. The model incorporales a superweight manager who manages a "live or die" strategic programme across different projects. From this study, an additional model emerges besides the four generic types of product development, project organisations and leadership presented by Clark and Wheelwright (1993a). The analysis was conducted by screening data into five categories, namely, strategic control of the project, resource allocation, organisational structure, targets and leadership. The data were collected through interviews and validated by triangulation and internal seminars.read more
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No project is an island: linking projects to history and context
Mats Engwall,Mats Engwall +1 more
TL;DR: In this article, the authors discuss how the interior processes of a project are influenced by its historical and organizational context and suggest that future research on project management needs to extend its temporal scope, analyzing how project practices evolve through history over prior, present, and future projects, as well as its organizational scope.
Journal ArticleDOI
An Integrated Framework for Managing Change in the New Competitive Landscape
Gregory P. Prastacos,Gregory P. Prastacos,Klas Eric Soderquist,Yiannis E. Spanos,Luk N. Van Wassenhove +4 more
TL;DR: In this article, an integrative model of organisational change encompassing all parts of the organisation (i.e., strategy, structure, processes and human capital) is developed to offer managers guidance as to the fundamental factors that need to be considered when planning and implementing change initiatives.
Journal ArticleDOI
Cheetah teams in product development: the most extreme form of temporary organization? ☆
Mats Engwall,Charlotta Svensson +1 more
TL;DR: In this article, the authors illustrate the way organizations deal with unanticipated problems by the ad hoc launching of temporary organizations, referred to as cheetah teams, and demonstrate that the launching of a Cheetah team can be an effective means of dealing with unplanned and urgent problems in the course of an ongoing project.
Journal ArticleDOI
Performance measurement in R&D and new product development: setting the scene
TL;DR: This paper presents a comprehensive literature review of the rationales, metrics and methods of performance measurement in R&D and NPD and introduces seven performance measurement perspectives: financial, customer satisfaction, strategic management, process management, technology management, innovation, and knowledge management.
Journal ArticleDOI
Procurement commodity structures: issues, lessons and contributions
Rajesh Nellore,Jaideep Motwani +1 more
TL;DR: In this paper, a conceptual model for the organization and management of purchasing projects in outsourced product development through commodity managers is presented, where the role played by the commodity managers was explored.
References
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Journal Article
The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster
TL;DR: Although on the surface, toyota's development process seems extraordinarily cumbersome, it is a model of how to make better cars more quickly and cheaply, and that this apparently inefficient system has made Toyota the fastest and most efficient developer of autos.
Journal Article
The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster
TL;DR: In this paper, the authors examine what they call "set-based concurrent engineering," a method prevalent at Toyota but not at other Japanese and U.S. automakers, and argue that this apparently inefficient system has made Toyota the fastest and most efficient developer of autos.
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The new product learning cycle
TL;DR: In this paper, an extensive study (n = 158) of new product success and failure in the electronics industry was conducted and a learning cycle model for understanding and managing the new product development process that places learning and communication in the center stage was developed.
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The new product process: A decision guide for management
TL;DR: The key findings from the research study are taken and formulates them into a guide for systematic new product development, giving a practical aid to those involved in the new productdevelopment process.
Journal ArticleDOI
Managing technologically innovative team efforts toward new product success
TL;DR: Based on a two-year field study of 360 new product managers in 52 high technology companies, Hans Thamhain reports on the characteristics of innovative product teams and identifies both drivers and barriers to innovative performance as discussed by the authors.