A boundary-based view of product development - A feasibility study

Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture

Volumn 216, Issue 1, 2002, Pages 1-12

  Smart, P K ^a   Brookes, N J ^b   Lettice, F E ^c   Backhouse, C J ^a   Burns, N D ^c  

^a CRANFIELD UNIVERSITY   (United Kingdom)

^b LOUGHBOROUGH UNIVERSITY   (United Kingdom)

^c CRANFIELD UNIVERSITY   (United Kingdom)

Author keywords

Boundaries; Formal organization; Informal organization; Networks; Product development

Indexed keywords

INFORMATION ANALYSIS; KNOWLEDGE ENGINEERING; PERSONNEL; SOCIETIES AND INSTITUTIONS; STRATEGIC PLANNING;

FORMAL ORGANIZATIONAL BOUNDARIES;

PRODUCT DEVELOPMENT;

EID: 0036111655     PISSN: 09544054     EISSN: None     Source Type: Journal    
DOI: 10.1243/0954405021519582     Document Type: Conference Paper

References (55)

1. Concurrent engineering: How can we decide what works where?
2. Another look at how Toyota integrates product development
3. The impact of cross-functional joint involvement across product development stages: An exploratory study
4. The future that has already happened
5. The market, technological and industry context of business process re-engineering in the UK
6. Managing innovation in the information age
7. Informal networks: A company behind the chart
8. The network organisation in theory and practice
9. The generative cycle: Linking knowledge and relationships
10. A taxonomy of relationship approaches during product development in technology based, industrial markets
11. Interpersonal and interaction influences on informal resource exchanges between R&D researchers across organisational boundaries
12. From business reengineering to business process change management: A longitudinal study of trends and practices
13. An empirical study of platform and derivative product development projects
14. What high-tech managers need to know about brands
15. Managing through networks in investment banking
16. Strategic networks
17. Friendship patterns and culture: The control of organizational diversity
18. Trust and inter-organisational networking
19. Editorial: People and organisations department
20. Measuring the performance of product introduction
21. The coevolution of new organisational forms
22. Communities of practice: The organisational frontier
23. Nadel's paradox revisited: Relational and cultural aspects of organisational structure
24. The new product development game - Stop running the relay race and take up rugby
25. Building high performance engineering project teams
26. The strategic choice of simultaneous versus sequential engineering for the introduction of new products
27. Time based management of the new product development process
28. Product development: Past research, present findings, and future directions
29. A predictive model for the successful integration of concurrent engineering with people and organisational factors: Based on data of 25 companies
30. What makes teams work: Group effectiveness research from the shop floor to the executive suite
31. The political economy of trust
32. Flexibility versus efficiency? A case study of model changeovers in the Toyota Production System