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Managing uncertain, complex product development in high‐tech firms: in search of controlled flexibility
Author(s) -
Olausson Daniel,
Berggren Christian
Publication year - 2010
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.2010.00609.x
Subject(s) - flexibility (engineering) , key (lock) , computer science , new product development , reflection (computer programming) , product (mathematics) , control (management) , process management , development (topology) , complexity management , knowledge management , business , risk analysis (engineering) , management science , systems engineering , marketing , engineering , economics , artificial intelligence , management , mathematics , geometry , computer security , programming language , mathematical analysis
This paper investigates ways of managing complexity and uncertainty in R&D simultaneously. Previous research on the subject indicates that these dimensions require different approaches, but these studies tend to provide suggestions either on managing complexity in stable industries or on handling uncertainty in less complex projects. In this paper, the two dimensions are studied simultaneously in three commercial product development projects at a firm that may be viewed as an extreme case of complexity and with multiple dimensions of uncertainty. The paper illustrates that a critical issue in this kind of high‐tech development is the search for and development of approaches that integrate and balance needs for formal organizational control with high levels of project flexibility. Four key elements of such integrated approaches are identified: hybrid formal systems, structured interaction in public arenas, transparent visual communication tools, and a system of participative reflection.