Including the value of time in design-for-manufacturing decision making
Management Science
Antecedents and consequences of project team cross-functional cooperation
Management Science
A model-based framework to overlap product development activities
Management Science - Special issue on frontier research in manufacturing and logistics
Withdrawal of team autonomy during concurrent engineering
Management Science
Communication and Uncertainty in Concurrent Engineering
Management Science
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Measuring the Effectiveness of Overlapping Development Activities
Management Science
Product Development Decisions: A Review of the Literature
Management Science
Product development flexibility in a changing business environment
International Journal of Information Systems and Change Management
Reducing software requirement perception gaps through coordination mechanisms
Journal of Systems and Software
Integration capabilities as mediator of product development practices-performance
Journal of Engineering and Technology Management
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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.