The influence of process concurrency on project outcomes in product development: an empirical study of cross-functional teams
- 1 May 1996
- journal article
- Published by Institute of Electrical and Electronics Engineers (IEEE) in IEEE Transactions on Engineering Management
- Vol. 43 (2), 153-164
- https://doi.org/10.1109/17.509981
Abstract
This study examines the practice of concurrent engineering (CE) in terms of process concurrency, and the impact of concurrency on success of product development projects. The study is based on 50 cross-national projects from companies in Australia, Canada, Denmark, Finland, United Kingdom, and the United States in the aerospace, automobile, chemical, computer, electronics, shipbuilding, and telecommunications industries. Four dimensions of process and behaviors of engineering/R&D and manufacturing members of cross-functional product development teams were reliably operationalized: (1) two-way communication, (2) overlapping problem solving, (3) readiness to make decisions on the basis of uncertain and ambiguous information, and (4) readiness to release uncertain and ambiguous information. These dimensions of process concurrency were found to be reliable predictors of development projects' success, as measured by product cost and quality, project schedule and budget performance, and project team satisfaction. The paper offers implications for theory and practice and models of CE management for future research.Keywords
This publication has 34 references indexed in Scilit:
- Green engineering and the design of chemical processes and productsIEEE Engineering Management Review, 2010
- Coarse and detailed CFD modelling of a finned heat sinkPublished by Institute of Electrical and Electronics Engineers (IEEE) ,2002
- Team work in research and development organizations: The characteristics of successful teamsInternational Journal of Industrial Ergonomics, 1995
- Interdependence and Group EffectivenessAdministrative Science Quarterly, 1995
- Functional perspectives on innovation: The correlates of innovation in the marketing and manufacturing functionsIEEE Transactions on Engineering Management, 1993
- Effectiveness of Organizational Responses to Technological Change in the Production ProcessOrganization Science, 1992
- A Model of New Product Development: An Empirical TestManagement Science, 1990
- Product development approaches in established firmsIndustrial Marketing Management, 1989
- Impact of Positive Interdependence and Academic Group Contingencies on AchievementThe Journal of Social Psychology, 1988
- Calibration of probabilities: The state of the art to 1980Published by Cambridge University Press (CUP) ,1982