Abstract
PurposeThe paper explores coordination practices in digital–physical product development and their consequences for companies traditionally relying on physical product development.Design/methodology/approachUsing an embedded case study design, the paper reports four action research initiatives addressing the digital–physical coordination challenges encountered by a leading B2C company.FindingsEffective coordination of digital–physical product development, firstly, involves standardization of process, output and skills to accommodate the stability needed for efficient physical product development and manufacturing. Secondly, it involves agile coordination events, such as Scrum ceremonies and PI planning, to facilitate the mutual adjustment needed to allow agility and the differences between digital and physical product development to be continuously and successfully negotiated.Research limitations/implicationsThe paper illustrates a research model with case evidence and suggests tentative theory in the form of propositions. Future research should explore coordination problems and solutions in different digital–physical project types and contexts.Practical implicationsCoordination practices for digital–physical product development are presented and analyzed, providing inspiration for companies.Originality/valueThe paper is the first to explore coordination practices within the emerging field of digital–physical product development.
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