Abstract
Several reasons for the use of multidisciplinary teams composed of individuals with natural science and engineering background in problem‐solving processes exist. The most important are the integration of science‐based technologies into products and processes, and benefits for the problem‐solving process thanks to new knowledge and new perspectives on problems. In this study we analyse the implications of interdisciplinary (science – engineering) group problem solving from a managerial as well as from a cognitive perspective. We then report on an experiment investigating the impact of problem‐relevant disciplinary group composition and methodological support on the problem‐solving process and its outcome. The findings of the experiment have managerial, theoretical, and pedagogical implications related to early phases of New Product/Process Design processes in high‐technology and scientific knowledge‐related domains.
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