Collaborative Product Development Projects Research Articles

Exploring uncertainties in collaborative product development: Managing customer-supplier collaborations

The paper explores technological, commercial and organizational uncertainties of collaborative product development by customers and suppliers. The empirical data consist of an in-depth single case study of a collaborative product development project. The findings provide a deep insight into the dynamic character of different uncertainties in collaborative product development. The study shows the complexity of managing uncertainties as well as the importance of having not only well-functioning external collaboration but also internal cross-functional collaboration. The findings imply how uncertainties are interrelated and how one type of uncertainty influences other uncertainties, which affects how both customers and suppliers manage the relationship.

The dynamics of knowledge integration in collaborative product development: Evidence from the capital goods industry

Based on an in-depth single case study of a collaborative product development project, this paper argues that knowledge integration mechanisms change across the different phases of the product development process, reflecting changes in the content and sources of knowledge to be integrated. Our findings imply that managers need to be able to adapt and change their knowledge integration approaches throughout product development processes. We discuss implications for the use of product development models when integration of knowledge with customers is an essential part of a firm's attempt to create a competitive advantage.

Integrating supplier knowledge in new product development projects: decoupled and coupled approaches

PurposeThe purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects.Design/methodology/approachThis paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms.FindingsFirms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms).Research limitations/implicationsThis study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty.Practical implicationsManagers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage.Originality/valueThe conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

Knowledge integration with customers in collaborative product development projects

Purpose This paper aims to address the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer’s knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approach This study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops and secondary information. For each of the cases, a within-case analysis was performed followed by a cross-case analysis. Findings The study shows that the customer’s knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customer’s knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implications The study is performed from the perspective of supplier firms. The authors have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implications The findings can be used to devise effective approaches for collaborative product development with customers related to the customer’s knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/value This is one of the first studies to focus on the integration of customers’ knowledge in product development processes. This paper contributes to the customer–supplier collaboration literature by presenting further insight into customers’ knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.

INTERNAL INTEGRATION IN COMPLEX COLLABORATIVE PRODUCT DEVELOPMENT PROJECTS

While the importance of internal integration for effective inter-firm collaboration with suppliers is widely acknowledged, it is presently unclear how it is achieved in complex collaborative product development projects. This paper aims to address this gap in extant knowledge by investigating the internal integration approaches and exploring related project management challenges. Specifically, three internal integration approaches are found, namely integration based on multidirectional, frequent interaction; integration based on delimited, problem-solving; and based on unidirectional, information-oriented interaction. The study findings suggest that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers, rather than the overall product system. Consequently, in complex product development projects involving many internal functions and several different suppliers, the specific supplier tasks, rather than the overall project structure and aims, determine the mode of internal integration required. This complexity creates important challenges for organisation, and requires flexibility in internal integration approaches.

Static scheduling in consideration of resource categories in collaborative product development project

In collaborative product development project plan phase, a reasonable allocation plan can shorten project duration. Static scheduling is a useful way to obtain the allocation result. Matching degree and resource categories are introduced into the standard model of multi-mode resource-constrained project scheduling problem to reflect the resource characteristics including three aspects: (1) human resource is different from technology resource, (2) different technology resources will influence project duration, and (3) technology resource quantities also influence duration. Aimed at two static scheduling models, simple genetic algorithm and two-layer parthenogenetic algorithm are designed. Finally, a case study was presented to validate the method.

REAPING THE BENEFITS: MECHANISMS FOR KNOWLEDGE TRANSFER IN PRODUCT DEVELOPMENT COLLABORATION

Research on knowledge transfer has predominantly focused on how to transfer source knowledge successfully to a recipient. However, there is a lack of studies on product development (PD) collaborations where the parties involved in the knowledge transfer must all jointly contribute to the knowledge transfer process when no clear sender–receiver relationship exists. Our paper concerns these relationships and is guided by the following research question: What are the mechanisms used in order to create operational level conditions for knowledge transfer in collaborative PD projects?Through a three-year longitudinal inductive case study on knowledge transfer between two companies, covering both operational and managerial levels, five key mechanisms for enabling knowledge transfer were identified: (1) co-locate a team; (2) access to existing technology; (3) establish a common vocabulary; (4) shared work processes; and (5) having joint work tasks. Our results show these five mechanisms have a mutual influence on each other, thus further facilitating the transfer of knowledge. Understanding the mechanisms and their interplay can help companies succeed in their attempts at reaping the benefits of PD collaborations.

In pursuit of control: involving suppliers of critical technologies in new product development

Purpose– The purpose of this paper is to explore the dynamics of management and control in collaborations with suppliers of critical technology.Design/methodology/approach– Three collaborative product development projects at a system integrator in the telecom industry were studied. The data was collected through 22 semi-structured interviews and a workshop at the studied company and its suppliers.Findings– The paper shows that in situations of high dependence on suppliers of critical technologies, control may be pursued by complementing black-box development with appropriate checks and balances in the collaboration, i.e. using combinations of control mechanisms, disconnected development and joint problem solving, contracts and trust, and alignment efforts on project and strategic levels. Further, the paper demonstrates that this involves several trade-offs related to the advantages of increased monitoring and disadvantages of decreased levels of freedom for the supplier and consequently decreased prerequisites for supplier creativity.Research limitations/implications– The qualitative approach of the research limits generalizability. Our study is limited to three projects at one firm.Practical implications– Technological roadmaps can be used as an important tool to facilitate alignment with suppliers of critical technologies. Limited influence on project level can be supported by influencing the supplier on a strategic level. By collaborating on a strategic level, firms can gain alignment for future projects and diminish the need for direct project control within the projects. Long-term collaborations facilitate control in projects with powerful suppliers of critical technologies.Originality/value– While many studies suggest simplified responses to complex situations of supplier involvement in product development, this study provides insight into the complex responses to control suppliers of critical technologies.

Ontology based interface design and control methodology for collaborative product development

Interfaces between subsystems in collaborative product development projects are presently defined by interface control documents. This paper presents a computer aided methodology for defining and controlling subsystem interfaces. Interfaces are considered as interconnections between subsystem ports. Ports are specified by using an ontology that ensures consistency of interface definitions among different design teams. Every port that is based on the ontology is eventually defined by a set of attributes that are derived from its form and function. Interfaces between ports are formed when ports are mated. The essence of port mating is described by logical information that is expressed in two forms. First, a set of requirements are defined for an individual port to ensure that it functions properly. Second, connectivity rules are expressed between ports to guarantee that they integrate correctly. A software architecture that operates on port information and controls the status of subsystem interfaces during collaboration is described. A piece of software is implemented based on the proposed architecture and its functionality is demonstrated by two examples. The examples show how the software can be used to replace interface control documents and support collaboration. The software allows designers to load subsystem descriptions from a shared repository and connect them together by defining connectivity rules. The software reports errors to designers when port requirements or connectivity rules are violated.

A simulation approach for evaluation and improvement of organisational planning in collaborative product development projects

Human behaviour and organisational structure impact collaborative product development outcome on a large scale. Therefore, companies are continuously seeking new opportunities to increase the efficiency, effectiveness and predictability of their collaborative product development projects, and to develop innovative principles for organisational design and management such as multi-functional teams. However, there are many factors which have to be considered and assessed to systematically optimise organisational planning in respect of team configuration, structure organisation, and human behaviour. This paper proposes an agent-based simulation methodology to evaluate and improve the organisational planning in complex product development projects. An agent-based integrated simulation model is formulated which can explicitly represent human behaviour, organisational interactions, and tasks networks. Based on the model, the design agent structure and behaviour protocols are studied in detail, and a simulation platform is developed. Finally, the methodology is evaluated in a collaborative roadway design project, and several management insights are established, which are proven to be effective for the organisational optimisation. The results of the case study also show that the methodology can effectively support the evaluation and improvement of organisational planning.

Important factors for project performance in collaborative product development: a survey investigating contextual settings

Although much research has focused on cross-functionality in product development, few studies focus on the contextual setting of the collaborative product development project. This article presents ...