Space Act Agreements and New Product Development: Collaborative Approaches and The Expected Benefits to New Space

Special Issue on Collaborative Engineering

Collaborative marketing for the business sustainability of community-based tourism enterprises: a knowledge co-production approach

This paper outlines how collaborative approaches were used to successfully generate research opportunities and enhance knowledge transfer in the development of new products. The researchers were drawn from across four disciplines within the University of Ulster and worked closely with an industrial partner to develop and test new approaches to the design and development of soft body armour. The paper highlights the drivers needed to support interdisciplinary collaboration and examines motivations for co-operation between industry and universities in the transfer, exchange and management of knowledge. A research project, highlighting two case studies demonstrates that design- and science-based partnerships can be successful in creating and transferring new knowledge.KeywordsInterdisciplinarityCollaborationKnowledge ManagementKnowledge ExchangeInnovation

Why teams matter in customer involvement – The moderating effects of team social cohesion and team autonomy

This paper discusses the principles and practices of the 3P Approach (i.e. People-Process-Product) that has been developed from experiences in product design, innovation, invention and commercialization. The 3P Approach connects the phases in product design, development and commercialization process with the identification of people-centric and objective-driven design intent, via collaborative and iterative product design and development, to the desired optimized product outcome in the market place. In the paper, a case study on a product design, development, patenting and commercialization is discussed with respect to the key concepts and methods of the 3P Approach.

The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs' virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts' recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This is turn, leads to increased effectiveness in new product development's procedure.

The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.

The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs' virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts' recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.

PurposeThe purpose of this article is to introduce a framework for internet supported inter‐organizational product development, which enables companies to efficiently configure their development processes according to their needs.Design/methodology/approachThree ideal types of partner integration are identified and specific design guidelines for each type are proposed. Current approaches for product development collaboration are analysed. Based on their shortcomings the main approach of this paper evolves. Additionally the main results of interviews with experts are used to develop and introduce a framework which has been tested partially in the shipbuilding industry.FindingsThe paper identifies three types of partner integration and proposes specific design guidelines.Research limitations/implicationsThe framework introduced in this paper provides guidance for future research in the area of product development collaboration.Practical implicationsThe framework further supports managers in designing efficient and effective inter‐organizational product development collaboration by choosing the appropriate level of partner integration.Originality/valueThe paper presents a practical and usable framework for internet supported inter‐organizational product development collaboration. The main focus is on designing the partnership interaction.

Aerospace and Defense (A&D) companies are increasingly focusing on New Product Development (NPD) as a way to create value. This study examines common methods for enhancing value within the context of Product Lifecycle Management (PLM) in the A&D industry. The study provides examples of widely used value enhancement techniques related to PLM. It suggests that organizations can achieve sustainable value creation by fostering collaboration among project stakeholders. This collaborative approach, implemented through NPD strategies, aims to deliver value by consistently achieving project objectives. The study emphasizes the importance of a robust and sustainable PLM design across collaborative project networks, such as supply chains, as a crucial factor in mitigating the risk of suboptimal value creation. Furthermore, the article highlights a positive correlation between value creation in the A&D industry and the effective implementation of PLM practices in project risk management.

Like many corporations, the evolution of high-tech, social media trends, and continued thrust towards increased personalization in computing has impacted both our product development philosophy and our organization's culture. Consumers and employees alike expect products that better represent our experiences as people. In the last year, my team has focused on three vectors---connection, intention, and transformation ---in the development of a corporate user-experience (UX) framework for our products. The naming of the vectors corresponds to the UX practices that we have identified to develop better product experiences. The vectors also acknowledge the cultural activation that is essential to creating a self-sustaining experience-driven product development community within our corporation. Both participatory design and a collaborative approach are allowing the community to thrive and position us to support common goals for our corporate-level user experience design agenda. This paper focuses on the co-design of the user experience practices to be adopted by the organization.

Regulation and Device Development: Tips for Optimizing Your Experience With the Food and Drug Administration

The rapid development of technology will create various advancements in digital product development across various life sectors. One of them is the design of UI/UX, which is the interface of a product that interacts directly with users. This is important to produce products that are suitable and satisfying for users. The UI/UX Design Command Control Map Service design uses the Agile Scrum method, with the principle of team collaboration. The research aims to examine how the scrum method is applied, its influence on improving design quality, and the responsibility and collaboration of each team member. Project management needs to use appropriate methods to produce results that are effective and timely. Agile Scrum employs an adaptive and collaborative approach. The product design process follows stages starting from the product backlog, sprint backlog, sprint planning, sprint review, and sprint retrospective. Collaboration among team members, including the product owner, scrum master, and developers, is key. The design results of the system interface using the Agile Scrum method are suitable because they meet user needs and can quickly address issues due to the ability to accept changes in the design process with effective stakeholder communication using Agile Scrum in UI/UX Design Command Control Map Service. Interviews with team members concluded that the Agile Scrum method used in design helps prioritize work tasks for team members and the stages of scrum aid in communication and collaboration among team members. In this study, the Agile Scrum method was only applied to one project, so a suggestion for further research is to investigate the implementation of the Agile Scrum method in various projects and environments to comprehensively evaluate its effectiveness.

Chapter 5 - Patient voice in clinical trial programs in industry

Collaboration between buyer and the supplier has been widely studied in the contemporary research to enhance the efficiency of the product development process. Early involvement of stakeholders in development leads to reduced development time and cost and enhanced quality. The current study presents an approach termed as ‘collaborative and lean’ (C&L) approach to new product development (NPD). It involves application of lean principles in a collaborative environment between an automotive component supplier and the original equipment manufacturer (OEM). The study compares the deployment of two methodologies of development – generic process and the C&L process for developing the same part by a supplier for two different OEMs. Development with one OEM was done using generic process and the other using the C&L process. The study uses value stream mapping of the various phases of the development and attempts to understand the application of the proposed approach in the automotive domain. It highlights the potential of a combined C&L approach in reducing non-value-adding activities, cycle time and effort during NPD. The study attempts to enhance the understanding of NPD in a collaborative environment and explores the possible merits of the proposed approach.