Abstract
Proficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, particularly for high-tech industrial firms, which benefit from the important competitiveness factor of launching products with a differentiated technological content. This paper’s objective was to identify, through case study, practices for integration between the roles of R & D with others involved in product development in a large Brazilian company of industrial automation. The results suggest some management practices to improve the integration in new products development, such as the use of employees from marketing with knowledge and experience previously gained from R & D activities and uses the heavyweight product manager to solve synchronization problems between product and technology development.
Highlights
Proficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, for hightech industrial firms, which benefit from the important competitiveness factor of launching products with a differentiated technological content (Haverila, 2010)
Studies on production development management have emphasized the importance of integration between the product development process (PDP) and the activities of technological development, traditionally performed as a function of Research and Development (R & D), as a good management practice associated with product development of high technological content (Drejer, 2002; Song and Song, 2010; Brettel et al 2011)
Having presented a theoretical review on integration, in particular involving the summaries of the four practices between R & D and other personnel involved in PDP, we will explore and discuss the research methodologies employed in our study
Summary
Proficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, for hightech industrial firms, which benefit from the important competitiveness factor of launching products with a differentiated technological content (Haverila, 2010). Studies on production development management have emphasized the importance of integration between the product development process (PDP) and the activities of technological development, traditionally performed as a function of Research and Development (R & D), as a good management practice associated with product development of high technological content (Drejer, 2002; Song and Song, 2010; Brettel et al 2011) This emphasis is due to the fact that the success of PDP depends on the capacity and capability of companies to select, develop and transfer technologies gained in previous projects, to new ones. In a new product development, large technologically intensive companies deserve special attention because, unlike smaller businesses, they are better positioned to carry out technologically innovative systematic activities in PDP In many cases, they have the necessary resources for this type of work, such as adequate installations, machinery and labour; investment in R & D and specific skills in engineering, production, marketing and R & D. Journal of Technology Management & Innovation © Universidad Alberto Hurtado, Facultad de Economía y Negocios
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