Cross‐functional involvement in new product development

Abstract

Purpose The purpose of this paper is to garner multiple perspectives from cross‐functional new product development (NPD) team members and determine point of contact in and responsibilities throughout the development process. Design/methodology/approach The use of an integrative literature review and in‐depth interviews were two qualitative approaches to data collection in the study of cross‐functional NPD. A convenience sample initiated research efforts, then snowball sampling facilitated the completion of semi‐structured, face‐to‐face interviews among 94 team members in 11 firms. The literature review culled research from fields as distinct as communication, industrial design, and research and development. The in‐depth, semi‐structured design provided the permitted open‐ended investigation and some unplanned questions. Face‐to‐face questioning allowed for the reading of facial expressions, other forms of body language, and the free pursuit of interesting subtopics. The study design utilized a 19‐question, one‐page interview guide. Bi‐directional dialogue lasted 45 min to 1½ h. Findings Exploratory results revealed the importance of pre‐project meetings and the use of a formal process in securing cross‐functional involvement during product development. Qualitative findings uncovered that involvement depended on team understanding of the NPD process, an understanding of requisite roles and responsibilities, and the task required at various stages throughout the NPD process. Variances were noted between business‐to‐business and business‐to‐consumer teams. Originality/value This research obtained the perspectives of 20 teams from seven departments, and thereby permitted a more expansive and comprehensive understanding of cross‐functional NPD. Previous research incorporated responses from three departments at best. This research underscores the importance of early involvement among highly interdependent, cross‐functional team members as a prerequisite to enhanced understanding of project particulars and team dynamics. The resource‐based theory of competitive advantage and human capital theories accentuate the importance of a wide range of functional representation during the innovation process. The importance of pre‐project meetings and a formal product development process were detailed as well as supporting team member roles and responsibilities.

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