Nambisan Information Technology and Product Development

1. Auflage 2010
ISBN: 978-1-4419-1081-3
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 5, 218 Seiten

Reihe: Annals of Information Systems

Information Technology and Product Development: A Research Agenda presents important new research from varied disciplines aimed at developing new theoretical concepts and insights on the application of IT in product and service innovation. Drawing on the work of researchers in such varied management areas as information services, technology management, marketing, operations, business strategy and organizational behavior, the book redefines the role of IT in product and service development and the organizational and management issues underlying the successful deployment of IT in innovation contexts, and provides a foundation for future research on the diverse types of IT applications in product development and their potential impact on both product and service innovation. Reflecting two critical shifts in the service sector - the increased complexity and convergence in products and services, along with the rise of the Internet and rapid digitization of products and services - the book is organized into three sections. Section 1 presents four chapters that focus on the traditional areas of project and process management; Section 2 presents four chapters focusing on the emerging areas of collaborative innovation and knowledge co-creation; and Section 3 presents one chapter that draws it all together and identifies some of the important themes and issues for future research. This important new work has much to offer academic researchers in management in its in-depth theoretical analysis of the wide range of organizational and management issues associated with the application of IT in product and service development. It will also appeal to researchers and thought-leaders in consulting organizations whose primary area of interest is product development or IT applications.

Autoren/Hrsg.

Nambisan, Satish

Inhaltsverzeichnis

1;Preface;5
2;Contents;7
3;Contributors;9
4;About the Authors;10
5;1 The Role of Information Technology in Product Development: An Introduction;14
5.1;1.1 Introduction;14
5.2;1.2 The Evolution of Product and Service Development Research;15
5.3;1.3 The Role of IT in Product and Service Development;17
5.4;1.4 Traditional and Emerging Research Areas in IT and product development;19
5.4.1;1.4.1 Traditional Areas of IT--PD Research;19
5.4.2;1.4.2 Emerging Areas of IT--PD Research;20
5.5;1.5 The Focus of the Book and Its Target Audience;21
5.6;1.6 The Organization of the Book;22
6;Part I IT and Project and Process Management;30
6.1;2 Deriving Business Value from IT Applications in Product Development: A Complementarities-Based Model;31
6.1.1;2.1 Introduction;31
6.1.2;2.2 IT Investments and Business Value of IT: The Missing Link;33
6.1.3;2.3 The Logic of Complementarities;35
6.1.3.1;2.3.1 Complementarities-Based Studies in Innovation and IT Business Value Research;36
6.1.4;2.4 Model Overview: Complementarities, IT Innovation Investments, and Business Value;37
6.1.5;2.5 The Micro-level of the Model: Initiative-Specific Organizational Complements;41
6.1.5.1;2.5.1 Linking IT Deployment and Business Value;42
6.1.5.2;2.5.2 Complementarities Between Organizational Elements and IT Deployment;42
6.1.6;2.6 The Macro-level of the Model: Firm-Level Organizational Complements and IT Business Value;44
6.1.6.1;2.6.1 Cisco Systems;45
6.1.6.2;2.6.2 Business Strategy;45
6.1.6.3;2.6.3 IT Capabilities;46
6.1.6.4;2.6.4 Modern Organizational Architecture;49
6.1.6.5;2.6.5 Firm-Level Complements as a Driver for IT Investment;50
6.1.7;2.7 Contributions of the Model;53
6.1.8;2.8 Implications for Research and Practice;54
6.2;References;56
6.3;3 IT-Based Knowledge Management Systems to Support the Design of Product Development Processes;60
6.3.1;3.1 Introduction;60
6.3.2;3.2 The Role of Experiments in Product Development;61
6.3.3;3.3 DOE and Robust Design in Product Development;62
6.3.4;3.4 Importance of Knowledge in DOE;64
6.3.4.1;3.4.1 Guidelines for DOE;66
6.3.5;3.5 Knowledge Management in DOE;67
6.3.5.1;3.5.1 Need for Knowledge Management to Support DOE;67
6.3.5.2;3.5.2 Issues for Knowledge Management in DOE;68
6.3.5.3;3.5.3 Role of IT in Facilitating Knowledge Management for DOE;69
6.3.6;3.6 An IT-Based Knowledge Management System for DOE/RDM;69
6.3.6.1;3.6.1 Case Study Overview;69
6.3.6.2;3.6.2 Background;69
6.3.6.3;3.6.3 System Scope;70
6.3.6.4;3.6.4 System Requirements;70
6.3.6.5;3.6.5 System Design;71
6.3.7;3.7 Future Research Directions and Conclusions;72
6.4;References;74
6.5;4 IT-Based Tools to Support New Product Design: A Case Study of a Design Consultancy Firm;76
6.5.1;4.1 Introduction;76
6.5.2;4.2 Design Consultancies: Business Model and Processes;77
6.5.3;4.3 The Studio Levien Product Design Process;78
6.5.4;4.4 Virtual Design Environment;81
6.5.4.1;4.4.1 ''Design Brief'' Analysis Tool;82
6.5.4.2;4.4.2 Support for Idea Generation;83
6.5.4.3;4.4.3 The Importance of the Visual;85
6.5.4.4;4.4.4 Image Search Tool;85
6.5.4.5;4.4.5 Image Collection Manager;86
6.5.4.6;4.4.6 Computer-Supported Collaborative Working;87
6.5.5;4.5 Research Implications and Conclusions;88
6.6;References;89
6.7;5 Product Lifecycle Management (PLM): Critical Issues and Challenges in Implementation;91
6.7.1;5.1 Introduction;91
6.7.2;5.2 The Influential Role of the Product Engineer;92
6.7.2.1;5.2.1 The Product Engineer: Experienced, Senior, Touchy, …;93
6.7.2.1.1;5.2.1.1 Senior Engineers…Too Many Cooks?;93
6.7.2.1.2;5.2.1.2 Resistance to Changing the Product Development Processes…;95
6.7.2.2;5.2.2 ''Not Invented Here'' Attitude of the Product Engineer;95
6.7.2.2.1;5.2.2.1 You Say Tomato…I Say Tomato;96
6.7.2.2.2;5.2.2.2 ''We Can Do Better'';97
6.7.2.3;5.2.3 Do Engineers Really Need Help?;98
6.7.2.3.1;5.2.3.1 'Doers' Often Don't Plan;98
6.7.2.3.2;5.2.3.2 Standard Implementation Practices… Whatever;99
6.7.2.3.3;5.2.3.3 A Burning Desire to (Not) Change;100
6.7.3;5.3 The Elusive Standard Engineering Process;101
6.7.3.1;5.3.1 Standard Processes -- One Size Does Not Fit All;102
6.7.3.2;5.3.2 Process: A Corporate Differentiator?;103
6.7.3.3;5.3.3 The Process Ripple;103
6.7.3.3.1;5.3.3.1 The Ever Elusive Integrated Process;104
6.7.3.4;5.3.4 The Misunderstanding of Process;105
6.7.3.4.1;5.3.4.1 The Chicken or the Egg;105
6.7.3.4.2;5.3.4.2 !Labradoodle! ! Neither a Labrador Nor a Poodle!;105
6.7.3.5;5.3.5 Finding the Right Change Management Balance;106
6.7.3.5.1;5.3.5.1 ''Do as I Say''Not as I Do'';106
6.7.3.5.2;5.3.5.2 Rubber Stamp Approvals;107
6.7.4;5.4 The Failings of PLM Technology;108
6.7.4.1;5.4.1 Lack of Maturity of PLM Solutions;108
6.7.4.1.1;5.4.1.1 The Leg Bone Is Connected to the…;109
6.7.4.2;5.4.2 Technical Complexity of PLM;109
6.7.4.2.1;5.4.2.1 But, Where Is the Benefit?;110
6.7.4.3;5.4.3 Customizations Encouraged ! Really!;110
6.7.4.3.1;5.4.3.1 Customizations: The New Best Practice;111
6.7.4.3.2;5.4.3.2 Wanted: PLM Experienced Implementers;111
6.7.4.4;5.4.4 Oops! Reporting;112
6.7.4.4.1;5.4.4.1 Who Forgot the Reports?!?!;112
6.7.4.4.2;5.4.4.2 Square Peg…Round Hole;113
6.7.5;5.5 Conclusions and Directions for Research;113
6.7.5.1;5.5.1 Embracing Product Engineers as Implementation Team Members;114
6.7.5.2;5.5.2 Business Impact of PLM Applications;114
6.7.5.3;5.5.3 Application Customization;114
6.7.5.4;5.5.4 Alignment of Executive Expectations and Costs;115
7;Part II IT and Collaboration and Knowledge Management;116
7.1;6 Virtual Customer Environments: IT-Enabled Customer Co-innovation and Value Co-creation;117
7.1.1;6.1 Introduction;117
7.1.2;6.2 Customer Roles in Virtual Customer Environments;119
7.1.2.1;6.2.1 Product Conceptualizer or Ideator;119
7.1.2.2;6.2.2 Product Designer;121
7.1.2.3;6.2.3 Product Tester;121
7.1.2.4;6.2.4 Product Support Specialist;122
7.1.2.5;6.2.5 Product Marketer;122
7.1.3;6.3 Customer Motivations for Value Co-creation in VCEs;123
7.1.3.1;6.3.1 Cognitive or Learning Benefits;123
7.1.3.2;6.3.2 Social Integrative Benefits;124
7.1.3.3;6.3.3 Personal Integrative Benefits;124
7.1.3.4;6.3.4 Hedonic Benefits;125
7.1.4;6.4 Customers Interaction Experience in VCEs;126
7.1.4.1;6.4.1 Pragmatic Experience;128
7.1.4.2;6.4.2 Sociability Experience;128
7.1.4.3;6.4.3 Usability Experience;128
7.1.4.4;6.4.4 Hedonic Experience;128
7.1.5;6.5 Impact of Customer Participation in VCEs;129
7.1.6;6.6 Organizational Strategies to Enhance Customer Participation in VCEs;131
7.1.6.1;6.6.1 Designing VCEs to Promote Customer Participation;131
7.1.6.2;6.6.2 Integrating VCEs with Internal Innovation Teams;132
7.1.6.3;6.6.3 Managing Customer Relationships and Expectations;132
7.2;References;133
7.3;7 From Closed to Open Innovation: The Evolving Nature of Teams and the Use of Information Technology;136
7.3.1;7.1 Introduction;136
7.3.2;7.2 Closed Innovation and the Traditional Organization;138
7.3.2.1;7.2.1 Team Structure;139
7.3.2.2;7.2.2 Team Function;141
7.3.2.3;7.2.3 Team Management;142
7.3.3;7.3 The Open Innovation Paradigm;143
7.3.3.1;7.3.1 Guiding Principles and Characteristics;144
7.3.3.2;7.3.2 Team Structure;147
7.3.3.3;7.3.3 Team Member Roles;148
7.3.3.4;7.3.4 Team Function;149
7.3.3.4.1;7.3.4.1 Multiteaming;149
7.3.3.4.2;7.3.4.2 Boundary Spanning;150
7.3.3.4.3;7.3.4.3 Connecting Team Members;150
7.3.3.5;7.3.5 Team Management;150
7.3.4;7.4 The Role of Information Technology;151
7.3.4.1;7.4.1 IT in Closed Versus Open Innovation Models;151
7.3.4.2;7.4.2 Intra- and Inter-firm IT Applications and Benefits;152
7.3.4.3;7.4.3 Open Innovation: Redefining the Role of IT;153
7.3.4.4;7.4.4 IT Enhancements to the Value Chain;155
7.3.5;7.5 Exemplary Examples of Open Innovation and the Use of IT;156
7.3.5.1;7.5.1 The BBC;157
7.3.5.2;7.5.2 Toyota Motor Corp;157
7.3.5.3;7.5.3 Procter & Gamble Co. (P&G);157
7.3.5.4;7.5.4 Boeing;158
7.3.6;7.6 Future Research Directions;158
7.3.6.1;7.6.1 Team Structure;158
7.3.6.2;7.6.2 Team Function;159
7.3.6.3;7.6.3 Team Management;160
7.3.7;7.7 Conclusion;161
7.4;References;161
7.5;8 Enabling Consumer-Driven Service Innovation in Health Care: The Role of Online Health Information Technologies (HIT);166
7.5.1;8.1 Introduction;166
7.5.2;8.2 Value-Driven Healthcare Organization;168
7.5.3;8.3 Service Innovation in Health Care;169
7.5.4;8.4 Customer Knowledge Co-creation and Service Innovation in Healthcare Organizations;170
7.5.5;8.5 Knowledge Management Perspectives;172
7.5.5.1;8.5.1 Repository and Network Models of Knowledge Management;172
7.5.5.2;8.5.2 The Dynamic Theory of Knowledge Creation;173
7.5.6;8.6 A Theoretical Framework of Consumer-Driven Service Innovation in Health Care;174
7.5.6.1;8.6.1 Online Health Communities and Knowledge Socialization/Externalization;175
7.5.6.2;8.6.2 Health Websites and Knowledge Combination/Internalization;176
7.5.6.3;8.6.3 Supporting the Four Modes of Knowledge Conversion;177
7.5.7;8.7 Consumer Participation in CHESS: An Exploratory Study;178
7.5.7.1;8.7.1 Exploratory Research Questions and Study Findings;179
7.5.8;8.8 Implications and Conclusions;181
7.6;References;183
7.7;9 The Strength of IT-Based (Virtual) Interfirm Ties in the Development of Complex Product Systems;185
7.7.1;9.1 Introduction;185
7.7.2;9.2 Collaboration Among CoPS Firms;186
7.7.2.1;9.2.1 Complex Product Systems;186
7.7.2.2;9.2.2 The Value of Network Embeddedness;187
7.7.3;9.3 The Rise of a New Type of Embeddedness;189
7.7.4;9.4 Linear (or Functional) V-Embeddedness;190
7.7.5;9.5 Open V-Embeddedness;191
7.7.6;9.6 Clique V-Embeddedness;191
7.7.7;9.7 Egocentric V-Embeddedness;192
7.7.8;9.8 Virtual Embeddedness and Modularity;193
7.7.9;9.9 Conclusions and Suggestions for Future Research;194
7.8;References;195
8;Part III Issues for Future Research;196
8.1;10 An Agenda for Future Research on IT and Product Development;197
8.1.1;10.1 Introduction;197
8.1.2;10.2 Critical Themes for Future Research on IT and Innovation;198
8.1.2.1;10.2.1 IT and Network-Centric Innovation;198
8.1.2.2;10.2.2 Product Life Cycle Management and Portfolio Management;200
8.1.2.3;10.2.3 Experimentation in Innovation;202
8.1.2.4;10.2.4 IT Platforms for Customer Co-innovation and Value Co-creation;203
8.1.3;10.3 Conclusions;204
8.2;References;205
8.3;Index;206