Information Technology and Product Development (eBook)

Preface 5
Contents 7
Contributors 9
About the Authors 10
1 The Role of Information Technology in Product Development: An Introduction 14
1.1 Introduction 14
1.2 The Evolution of Product and Service Development Research 15
1.3 The Role of IT in Product and Service Development 17
1.4 Traditional and Emerging Research Areas in IT and product development 19
1.4.1 Traditional Areas of IT--PD Research 19
1.4.2 Emerging Areas of IT--PD Research 20
1.5 The Focus of the Book and Its Target Audience 21
1.6 The Organization of the Book 22
Part I IT and Project and Process Management 30
2 Deriving Business Value from IT Applications in Product Development: A Complementarities-Based Model 31
2.1 Introduction 31
2.2 IT Investments and Business Value of IT: The Missing Link 33
2.3 The Logic of Complementarities 35
2.3.1 Complementarities-Based Studies in Innovation and IT Business Value Research 36
2.4 Model Overview: Complementarities, IT Innovation Investments, and Business Value 37
2.5 The Micro-level of the Model: Initiative-Specific Organizational Complements 41
2.5.1 Linking IT Deployment and Business Value 42
2.5.2 Complementarities Between Organizational Elements and IT Deployment 42
2.6 The Macro-level of the Model: Firm-Level Organizational Complements and IT Business Value 44
2.6.1 Cisco Systems 45
2.6.2 Business Strategy 45
2.6.3 IT Capabilities 46
2.6.4 Modern Organizational Architecture 49
2.6.5 Firm-Level Complements as a Driver for IT Investment 50
2.7 Contributions of the Model 53
2.8 Implications for Research and Practice 54
References 56
3 IT-Based Knowledge Management Systems to Support the Design of Product Development Processes 60
3.1 Introduction 60
3.2 The Role of Experiments in Product Development 61
3.3 DOE and Robust Design in Product Development 62
3.4 Importance of Knowledge in DOE 64
3.4.1 Guidelines for DOE 66
3.5 Knowledge Management in DOE 67
3.5.1 Need for Knowledge Management to Support DOE 67
3.5.2 Issues for Knowledge Management in DOE 68
3.5.3 Role of IT in Facilitating Knowledge Management for DOE 69
3.6 An IT-Based Knowledge Management System for DOE/RDM 69
3.6.1 Case Study Overview 69
3.6.2 Background 69
3.6.3 System Scope 70
3.6.4 System Requirements 70
3.6.5 System Design 71
3.7 Future Research Directions and Conclusions 72
References 74
4 IT-Based Tools to Support New Product Design: A Case Study of a Design Consultancy Firm 76
4.1 Introduction 76
4.2 Design Consultancies: Business Model and Processes 77
4.3 The Studio Levien Product Design Process 78
4.4 Virtual Design Environment 81
4.4.1 ''Design Brief'' Analysis Tool 82
4.4.2 Support for Idea Generation 83
4.4.3 The Importance of the Visual 85
4.4.4 Image Search Tool 85
4.4.5 Image Collection Manager 86
4.4.6 Computer-Supported Collaborative Working 87
4.5 Research Implications and Conclusions 88
References 89
5 Product Lifecycle Management (PLM): Critical Issues and Challenges in Implementation 91
5.1 Introduction 91
5.2 The Influential Role of the Product Engineer 92
5.2.1 The Product Engineer: Experienced, Senior, Touchy, … 93
5.2.1.1 Senior Engineers…Too Many Cooks? 93
5.2.1.2 Resistance to Changing the Product Development Processes… 95
5.2.2 ''Not Invented Here'' Attitude of the Product Engineer 95
5.2.2.1 You Say Tomato…I Say Tomato 96
5.2.2.2 ''We Can Do Better'' 97
5.2.3 Do Engineers Really Need Help? 98
5.2.3.1 'Doers' Often Don't Plan 98
5.2.3.2 Standard Implementation Practices… Whatever 99
5.2.3.3 A Burning Desire to (Not) Change 100
5.3 The Elusive Standard Engineering Process 101
5.3.1 Standard Processes -- One Size Does Not Fit All 102
5.3.2 Process: A Corporate Differentiator? 103
5.3.3 The Process Ripple 103
5.3.3.1 The Ever Elusive Integrated Process 104
5.3.4 The Misunderstanding of Process 105
5.3.4.1 The Chicken or the Egg 105
5.3.4.2 !Labradoodle! ! Neither a Labrador Nor a Poodle! 105
5.3.5 Finding the Right Change Management Balance 106
5.3.5.1 ''Do as I Say''Not as I Do'' 106
5.3.5.2 Rubber Stamp Approvals 107
5.4 The Failings of PLM Technology 108
5.4.1 Lack of Maturity of PLM Solutions 108
5.4.1.1 The Leg Bone Is Connected to the… 109
5.4.2 Technical Complexity of PLM 109
5.4.2.1 But, Where Is the Benefit? 110
5.4.3 Customizations Encouraged ! Really! 110
5.4.3.1 Customizations: The New Best Practice 111
5.4.3.2 Wanted: PLM Experienced Implementers 111
5.4.4 Oops! Reporting 112
5.4.4.1 Who Forgot the Reports?!?! 112
5.4.4.2 Square Peg…Round Hole 113
5.5 Conclusions and Directions for Research 113
5.5.1 Embracing Product Engineers as Implementation Team Members 114
5.5.2 Business Impact of PLM Applications 114
5.5.3 Application Customization 114
5.5.4 Alignment of Executive Expectations and Costs 115
Part II IT and Collaboration and Knowledge Management 116
6 Virtual Customer Environments: IT-Enabled Customer Co-innovation and Value Co-creation 117
6.1 Introduction 117
6.2 Customer Roles in Virtual Customer Environments 119
6.2.1 Product Conceptualizer or Ideator 119
6.2.2 Product Designer 121
6.2.3 Product Tester 121
6.2.4 Product Support Specialist 122
6.2.5 Product Marketer 122
6.3 Customer Motivations for Value Co-creation in VCEs 123
6.3.1 Cognitive or Learning Benefits 123
6.3.2 Social Integrative Benefits 124
6.3.3 Personal Integrative Benefits 124
6.3.4 Hedonic Benefits 125
6.4 Customers Interaction Experience in VCEs 126
6.4.1 Pragmatic Experience 128
6.4.2 Sociability Experience 128
6.4.3 Usability Experience 128
6.4.4 Hedonic Experience 128
6.5 Impact of Customer Participation in VCEs 129
6.6 Organizational Strategies to Enhance Customer Participation in VCEs 131
6.6.1 Designing VCEs to Promote Customer Participation 131
6.6.2 Integrating VCEs with Internal Innovation Teams 132
6.6.3 Managing Customer Relationships and Expectations 132
References 133
7 From Closed to Open Innovation: The Evolving Nature of Teams and the Use of Information Technology 136
7.1 Introduction 136
7.2 Closed Innovation and the Traditional Organization 138
7.2.1 Team Structure 139
7.2.2 Team Function 141
7.2.3 Team Management 142
7.3 The Open Innovation Paradigm 143
7.3.1 Guiding Principles and Characteristics 144
7.3.2 Team Structure 147
7.3.3 Team Member Roles 148
7.3.4 Team Function 149
7.3.4.1 Multiteaming 149
7.3.4.2 Boundary Spanning 150
7.3.4.3 Connecting Team Members 150
7.3.5 Team Management 150
7.4 The Role of Information Technology 151
7.4.1 IT in Closed Versus Open Innovation Models 151
7.4.2 Intra- and Inter-firm IT Applications and Benefits 152
7.4.3 Open Innovation: Redefining the Role of IT 153
7.4.4 IT Enhancements to the Value Chain 155
7.5 Exemplary Examples of Open Innovation and the Use of IT 156
7.5.1 The BBC 157
7.5.2 Toyota Motor Corp 157
7.5.3 Procter & Gamble Co. (P&
7.5.4 Boeing 158
7.6 Future Research Directions 158
7.6.1 Team Structure 158
7.6.2 Team Function 159
7.6.3 Team Management 160
7.7 Conclusion 161
References 161
8 Enabling Consumer-Driven Service Innovation in Health Care: The Role of Online Health Information Technologies (HIT) 166
8.1 Introduction 166
8.2 Value-Driven Healthcare Organization 168
8.3 Service Innovation in Health Care 169
8.4 Customer Knowledge Co-creation and Service Innovation in Healthcare Organizations 170
8.5 Knowledge Management Perspectives 172
8.5.1 Repository and Network Models of Knowledge Management 172
8.5.2 The Dynamic Theory of Knowledge Creation 173
8.6 A Theoretical Framework of Consumer-Driven Service Innovation in Health Care 174
8.6.1 Online Health Communities and Knowledge Socialization/Externalization 175
8.6.2 Health Websites and Knowledge Combination/Internalization 176
8.6.3 Supporting the Four Modes of Knowledge Conversion 177
8.7 Consumer Participation in CHESS: An Exploratory Study 178
8.7.1 Exploratory Research Questions and Study Findings 179
8.8 Implications and Conclusions 181
References 183
9 The Strength of IT-Based (Virtual) Interfirm Ties in the Development of Complex Product Systems 185
9.1 Introduction 185
9.2 Collaboration Among CoPS Firms 186
9.2.1 Complex Product Systems 186
9.2.2 The Value of Network Embeddedness 187
9.3 The Rise of a New Type of Embeddedness 189
9.4 Linear (or Functional) V-Embeddedness 190
9.5 Open V-Embeddedness 191
9.6 Clique V-Embeddedness 191
9.7 Egocentric V-Embeddedness 192
9.8 Virtual Embeddedness and Modularity 193
9.9 Conclusions and Suggestions for Future Research 194
References 195
Part III Issues for Future Research 196
10 An Agenda for Future Research on IT and Product Development 197
10.1 Introduction 197
10.2 Critical Themes for Future Research on IT and Innovation 198
10.2.1 IT and Network-Centric Innovation 198
10.2.2 Product Life Cycle Management and Portfolio Management 200
10.2.3 Experimentation in Innovation 202
10.2.4 IT Platforms for Customer Co-innovation and Value Co-creation 203
10.3 Conclusions 204
References 205
Index 206