Developing complex, business‐to‐business products: issues and implications

Abstract

PurposeThe purpose of this paper is to identify issues that are critical to developing complex, business‐to‐business products and discuss implications for vendor firms.Design/methodology/approachThis paper employs the critical review approach to current complex product literature and draws from relevant literature streams in engineering, management, and marketing to propose a conceptual framework.FindingsThe critical review of the complex products research reveals the following as critical issues for research and practice in the development of complex products: definition, internal and external complexity, product and process complexity, standardized to customized complex products continuum, component and process modularity, and operant resources.Research limitations/implicationsThis paper identifies six specific operant resources that are critical to the development of complex products and proposes a conceptual framework. Clearly, more needs to be done in terms of theoretical and empirical research with reference to the development of complex, business‐to‐business products. For example, researchers could empirically test the proposed framework; identify other relevant operant resources; and critique the proposed framework and develop a new, more comprehensive framework.Practical implicationsFirms that develop complex products could focus on developing the six operant resources that can help them become competent in developing complex products; and developing organizational structures and policies and providing an organizational environment that is conducive to developing robust internal and external social capital.Originality/valueThe proposed conceptual framework provides a theoretical foundation for practitioners and researchers to build on.