Antecedents and Consequences of Cross‐Functional Cooperation: A Comparison of R&D, Manufacturing, and Marketing Perspectives

Abstract

By breaking down the walls among the R&D, manufacturing, and marketing functions, techniques such as concurrent engineering and quality function deployment can pave the way to more effective new product development (NPD). Recognizing the benefits of such cross‐functional efforts, practitioners and researchers have examined the interrelationships among various groups in the NPD process, paying particularly close attention to the R&D–marketing interface. However, manufacturing also plays an important role in NPD. Consequently, any thorough exploration of the relationship between cross‐functional cooperation and NPD success must consider manufacturing's perspective. X. Michael Song, Mitzi M. Montoya‐Weiss, and Jeffrey B. Schmidt provide such a balanced perspective in a study of cross‐functional cooperation during NPD in Mexican high‐tech firms. Notwithstanding the differing functional goals, objectives, and reward systems present in R&D, manufacturing and marketing, they hypothesize that all three functions recognize that successful NPD requires crossfunctional cooperation. In particular, they expect that representatives of these three functional groups will share similar perceptions, regarding both the drivers and the consequences of cross‐functional cooperation. The survey results support the hypothesis that R&D, manufacturing, and marketing professionals share the same perceptions, regarding the drivers and the consequences of cross‐functional cooperation. Respondents from all three groups view internal facilitators as the drivers of cross‐functional cooperation. In other words, regardless of their functional area, the survey respondents believe that the strongest, most direct effects on cross‐functional cooperation and NPD performance come from a firm's evaluation criteria, reward structures, and management expectations. Respondents perceive these internal facilitators as having a greater effect on cross‐functional cooperation than that of external forces such as market competitiveness and technological change. In fact, contrary to expectations, the respondents do not view these external forces as having a significant effect on cross‐functional cooperation or NPD performance. And contrary to persistent reports about friction between technical and nontechnical personnel, all three groups perceive a strong, positive relationship between cross‐functional communication and NPD performance.

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