Doctoral Dissertations

Date of Award

12-1993

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Business Administration

Major Professor

Alex Miller

Committee Members

Kathleen deMarrais, Dudley Dewhirst, James Foggin

Abstract

The purpose of this study has been to examine the research question: What is the nature of cross-functional integration among research and development, manufacturing, and marketing during the new product development process? Organizations were sampled from a relevant population of innovative firms in different industries. Organizations were selected which were known for their successful efforts in improved cross-functional integration during new product development. The research question was explored through data obtained from eight liaison interviews and fifty semi-structured interviews with functional managers at eight organizations. In addition to the interviews, data were collected from archival records and direct observation. Utilizing an inductive, constant comparative method, data were systematically coded to identify common themes across the organizations. A taxonomy of the changing nature of cross-functional integration in new product development was developed. Results showed cross-functional integration during new product development is an encompassing and multidimensional concept. Twenty-two attributes describing the nature of cross-functional integration were identified from the data analysis and organized around six key dimensions which were grouped as macro ends and micro means. The macro ends include: customer centeredness, customized process, and optimized systems and structure. The micro means include: convincing leadership, growing people who contribute, and fostering open communication. To recognize the changing nature, the term, traditional integration, was used to describe practices which are being replaced. The term, strategic integration, was used to describe managers' current perspectives. Managers' speculation on future integration practices was termed total integration. Results were reported in managers' words as often as possible through excerpts and narrative comments to gain a richer understanding of the subtleties of cross-functional integration during new product development.

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