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Management systems for creative product development
Author(s) -
Ginn Martin E.
Publication year - 1986
Publication title -
journal of the american oil chemists' society
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.512
H-Index - 117
eISSN - 1558-9331
pISSN - 0003-021X
DOI - 10.1007/bf02676127
Subject(s) - creativity , new product development , product (mathematics) , variety (cybernetics) , psychology , process management , quality (philosophy) , style (visual arts) , field (mathematics) , process (computing) , product management , knowledge management , business , marketing , computer science , social psychology , philosophy , geometry , mathematics , archaeology , epistemology , artificial intelligence , pure mathematics , operating system , history
A consideration of various routes for creative product development has suggested that ambidextrous methods of management are most appropriate. This has led to an examination of how group vs. individual processing affects the individual engaged in creative product development. Based on certain scenarios and field experiences supported by the literature, it is postulated that participation in innovating groups can have positive as well as negative impacts. Thus, creativity may be facilitated or impeded, depending on the quality and duration of group involvement. This analysis suggests that management approaches should permit certain contingencies to inject variety into experiences of individuals responsible for new product development. A flexible management style allows for stimulation within groups as well as satisfaction of self‐actualization needs of individuals engaged in the creative process.