Co-locating NPD? The need for combining project focus and organizational integration

Abstract

Most studies of new product development practices focus on comparisons of individual projects, to identify factors contributing to their success or failure. This paper builds on an in-depth field study of the interaction of one single NPD project with the organizational context of the firm. The project typified many recommended practices for new-design projects: a co-located, cross-functional project team, close collaboration with external system suppliers, a hard-driving project manager and strong top management support. However, when evaluated in their organizational context as to their consequences for other on-going projects, these attributes turned out to have a deeply ambivalent character. By combining results from the case study and evidence from the literature several implications for NPD-organizing are suggested: the value of alternating co-location and physical separation according to the requirements of specific project phases; to take project duration into account in location decisions; and to address both interaction within the project and mechanisms for its interaction and integration with other departments and projects.