Song, X.M., Thieme, R.J., & Xie, J. (1998). The Impact of Cross-Functional Joint Involvement Across Product Development Stages: An Exploratory Study [Article]. Journal of Product Innovation Management, 15, 289-303.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: A survey of 236 managers in Fortune 500 firms, revealed that the value of cross-functional teams is contingent upon the teams combined at various stages of the NPD process.

Setting(s) to which the reported activities/findings are relevant: Federal lab, Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

• Survey of 236 managers at 16 firms. Cross-Functional Teamwork in NPF — The study considers the relative value of various combinations of three organizational groups: 1) R&D; 2) manufacturing; 3) marketing, in cross-functional teamwork. Results show success depends on function-specific and stage-specific patterns of teamwork in five ways: 1) Different NPD stages suggest different combinations of teams; 2) The importance of a given function in integration depends on the stage; 3) Joint involvement between pairs of groups is generally more beneficial than among all three; 4) Effective cross-functional integration requires attention to paired communication between hub and non-hub functions; 5) The integration patterns suggested here do not generate conflicts across objectives or between groups.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 2, Stage 4, Stage 5, Stage 6, Stage 7

• Cross-Functional Teamwork — At the Production Stage (Launch), the R&D and Manufacturing teams require close contact between product and process technologies, to ensure a smooth progression from trial runs to full scale output. They can also respond rapidly to any required troubleshooting. Teamwork between Manufacturing and Marketing is considered counterproductive at this stage.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 7

• Cross-Functional Teamwork — In the Scoping Stage (market opportunity analysis), the most effective cross-functional pairing is between the R&D team and the Marketing team, because it facilitates linking a deep understanding of the target need with the firm's technological capabilities, which reduces market uncertainty. Having the R&D engage Manufacturing, or engaging all three teams at once, is counter-productive in the Scoping stage.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 2

• Cross-Functional Teamwork — In the Testing and Validation (Pre-Testing) Stage, two forms of cross-functional teamwork are recommended: 1) R&D can partner with Marketing to ensure Marketing understands the product's technical specifications, attributes, usage constraints, and required maintenance, which must be communicated to the consumer. 2) Marketing can partner with Manufacturing to coordinate their expectations for design specifications, and functional capabilities, so that what emerges from the production line matches what is described in the sales brochures. Combining all three teams is considered counter-productive in this stage. Instead, the Marketing Team should serve as the broker of communication between the other two teams.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 6

• Cross-Functional Teamwork — In the Business Case and Development Planning stage, Manufacturing should serve as the broker for communication between the three teams. In fact, two different cross-functional pairings are effective: 1) Pairing the R&D and Manufacturing teams, because they need to jointly define a set of producibility rules and agree on NPD procedures and schedules before development begins. 2) Pairing the Marking and Manufacturing teams, because they need to resolve conflicts between the competing goals of satisfying customer needs, and optimal production efficiency.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 4

• Cross-Functional Teamwork — In the Development Stage, the R&D team is the critical hub of activity. R&D can partner with Manufacturing to resolve issues concerning design choices and production capabilities, which reduce costly redesign and re-specification downstream. Similarly R&D can partner with Marketing to transfer key marketing data and perspectives into the product design. Teaming Manufacturing and Marketing at this stage is counter-productive.
  Survey of 236 managers at 16 firms.
  Occurrence of finding within the model: Stage 5

Carrier: Reducing R&D and Marketing uncertainty during the Planning Stages (NtK Stages 1 — 3), as opposed to during the Development Stages (NtK Stages 4 — 6), has a greater impact on the eventual success of the innovation. Therefore, project teams should allocate more effort in cross-functional information acquisition and processing during the planning stage, that is customary. (Moenart, et al [1995]. R&D/marketing communication during the fuzzy front-end. IEEE Transactions on Engineering Management, 42: 243-258.)
Occurrence of finding within the model: Stage 1, Stage 2, Stage 3