文档介绍：The Journal of Product Innovation Management 18 (2001) 258–271
Patterns of cooperation during new product development among
marketing, operations and R&D: Implications for project performance
Eric M. Olsona,*, Orville C. Walker , Robert W. Ruekertc, Joseph M. Bonnerd
aProfessor and Chairman of the Marketing, Strategy, and International Business Department, College of Business, University of Colorado at Colorado
Springs, 1420 Austin Bluffs Parkway, Colorado Springs, CO 80933
bJames D. Watkins Professor of Marketing, Carlson School of Management at the University of Minnesota
cProfessor of Marketing and Associate Dean in the Carlson School of Management at the University of Minnesota
dAssistant Professor of Marketing and Supply Chain Management in the Eli Broad College of Business at Michigan State University
Abstract
essful new product development is fundamentally a multidisciplinary process. While this view has helped lead management to the
wide-spread adoption of cross-functional new product development teams, in this study we question whether simply increasing the level of
functional integration is truly a guarantee for enhancing the performance of new products. To assess this we examined patterns of
cooperation between marketing, R&D, and operations at both early and late stages of the new product development process for 34 recently
developed products whose level of innovativeness ranged from high to low. A unique feature of this study is that data were collected from
four sources for each project. This included personal interviews with a project leader and written surveys from marketing, operations, and
R&D personnel on each project.
Findings from this study reveal that: (1) functional cooperation typically increases as the process moves from early to late stages; (2)
cooperation between marketing and R&D is highest during early stages of the process, but for marketing and operations, and for R&D and
operations, cooperation typic