Full citation

Carbonara, N., & Scozzi, B. (2006). Cognitive Maps to Analyze New Product Development Processes: A Case Study. Technovation, 26, 1233-1243.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Advanced

Annotation: Cognitive maps are described as a tool to analyze and overcome cognitive issues that arise between actors and that impede the NPD process.

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

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

Knowledge user level addressed by the literature: Individual

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

Primary Findings

Barrier: The knowledge intensive nature of NPD makes cognitive processes such as knowledge creation, knowledge transfer, codification and learning very critical. In particular, interpretive barriers can emerge among actors that are involved in the NPD process.
Semi-structured interviews and case study observations.
Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7

Carrier: Cognitive maps are graphic tools used to represent concepts and ideas that individuals associate with some specific issues and the relationships among them. The analysis of cognitive maps is a means to identify different perspectives and interpretive differences that emerge during the NPD process. The cognitive maps provide a common basis for establishing a shared understanding among NPD team members.
Semi-structured interviews and cast study observations.
Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7

Secondary Findings

Method: Literature on knowledge management points out that knowledge transfer efficiency is mainly related to the uncertainty level in the process, whereas knowledge transfer effectiveness is mainly related to the ambiguity level in the process. Since uncertainty is related to the information transfer process, it can be reduced by increasing the amount of information exchanged. However, since ambiguity relates to the interpretation of the transferred knowledge it must be addressed through effective communication based on shared understanding. (Daft & Lengel [1986])
Occurrence of finding within the model: Stage 6, Stage 7, Stage 4, Stage 5