Managing new product development: Some alternative ways to organise the work of technical specialists

Abstract

There is an increasing amount of management literature about how to manage the product development process. By‐and‐large this concentrates on organisational and management techniques to be applied within the enterprise. Based on a piece of empirical work carried out in a number of engineering‐based companies, this paper suggests a range of organisational and managerial options extending beyond the boundaries of the firm. For those firms engaged in product developments which require the expertise of technical specialists choices have to be made about how much occupational control these specialists exert; how much managerial control should be exercised over them; how much of this expertise should be available in‐house and how much bought‐in; and what relations there should be with government in the training and development of these technical experts. This paper explores these options in the context of a study of engineering designers.

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