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Politics in new product development projects: a study of technical and marketing managers' perceptions and their effects on communication and collaboration

Conference Paper


Abstract


  • The development and introduction of new goods and services determines the nature of operations

    conducted within organizations, and hence is a critical determinant of operations management. New

    product development (NPD) is widely seen as vital to the success of organizations, especially for those

    operating under conditions of increasing competition (such as manufacturing firms), and a growing

    body of research has developed aimed at understanding the factors contributing to new product

    success. One line of inquiry in this area has emphasised cross-functional integration, notably that

    between the Marketing and technical functions such as R&D, as a key success factor. According to

    this perspective, such integration, involving high levels of communication, cooperation and

    collaboration among personnel from different functional areas (most often characterised by differing

    cultures, with differing values, interests, goals, hierarchies, jargon and reward systems) is essential to

    ensure that key marketing and technical information informs the development process, specialised

    knowledge and skills can be utilised effectively, misunderstandings are reduced, and all can work

    together effectively towards a common goal. However, one less studied aspect of the interpersonal

    relationships across functions engaged in NPD is that of intra-organizational politics, i.e. NPD

    decision making is an intrinsically political process as self-interested individuals and managers jockey

    for position, compete for resources, and seek to protect their sectional interests, reputations and career

    prospects. Drawing on pioneering work by Hendry (1988, 1990), Maute and Locander (1994), and

    Jones and Stevens (1999), our study sought to address this knowledge gap by examining the effect of

    technical and marketing managers’ views of each others political behaviour on their communication

    and collaboration during NPD projects.

UOW Authors


  •   Kyriazis, Elias
  •   Couchman, Paul (external author)
  •   Johnson, Lester W. (external author)

Publication Date


  • 2012

Citation


  • Kyriazis, E., Couchman, P. K. & Johnson, L. (2012). Politics in new product development projects: a study of technical and marketing managers'' perceptions and their effects on communication and collaboration. Proceedings of the 10th ANZAM Operations, Supply Chain and Service Management Symposium Melbourne, Australia: ANZAM.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/156

Abstract


  • The development and introduction of new goods and services determines the nature of operations

    conducted within organizations, and hence is a critical determinant of operations management. New

    product development (NPD) is widely seen as vital to the success of organizations, especially for those

    operating under conditions of increasing competition (such as manufacturing firms), and a growing

    body of research has developed aimed at understanding the factors contributing to new product

    success. One line of inquiry in this area has emphasised cross-functional integration, notably that

    between the Marketing and technical functions such as R&D, as a key success factor. According to

    this perspective, such integration, involving high levels of communication, cooperation and

    collaboration among personnel from different functional areas (most often characterised by differing

    cultures, with differing values, interests, goals, hierarchies, jargon and reward systems) is essential to

    ensure that key marketing and technical information informs the development process, specialised

    knowledge and skills can be utilised effectively, misunderstandings are reduced, and all can work

    together effectively towards a common goal. However, one less studied aspect of the interpersonal

    relationships across functions engaged in NPD is that of intra-organizational politics, i.e. NPD

    decision making is an intrinsically political process as self-interested individuals and managers jockey

    for position, compete for resources, and seek to protect their sectional interests, reputations and career

    prospects. Drawing on pioneering work by Hendry (1988, 1990), Maute and Locander (1994), and

    Jones and Stevens (1999), our study sought to address this knowledge gap by examining the effect of

    technical and marketing managers’ views of each others political behaviour on their communication

    and collaboration during NPD projects.

UOW Authors


  •   Kyriazis, Elias
  •   Couchman, Paul (external author)
  •   Johnson, Lester W. (external author)

Publication Date


  • 2012

Citation


  • Kyriazis, E., Couchman, P. K. & Johnson, L. (2012). Politics in new product development projects: a study of technical and marketing managers'' perceptions and their effects on communication and collaboration. Proceedings of the 10th ANZAM Operations, Supply Chain and Service Management Symposium Melbourne, Australia: ANZAM.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/156