Song, X.M., Thieme, R.J., & Xie, J. (1998). The Impact of Cross-Functional Joint Involvement Across Product Development Stages: An Exploratory Study [Article]. Journal of Product Innovation Management, 15, 289-303.
Format: Peer-reviewed article
Type: Research — Non-experimental
Experience level of reader: Fundamental
Annotation: A survey of 236 managers in Fortune 500 firms, revealed that the value of cross-functional teams is contingent upon the teams combined at various stages of the NPD process.
Setting(s) to which the reported activities/findings are relevant: Federal lab, Large business, Small business (less than 500 employees)
Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers
Knowledge user level addressed by the literature: Organization
This article uses the Commercial Devices and Services version of the NtK Model
Carrier: Reducing R&D and Marketing uncertainty during the Planning Stages (NtK Stages 1 — 3), as opposed to during the Development Stages (NtK Stages 4 — 6), has a greater impact on the eventual success of the innovation. Therefore, project teams should allocate more effort in cross-functional information acquisition and processing during the planning stage, that is customary. (Moenart, et al [1995]. R&D/marketing communication during the fuzzy front-end. IEEE Transactions on Engineering Management, 42: 243-258.)
Occurrence of finding within the model: Stage 1, Stage 2, Stage 3