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Cross Functional Interactions in Product Development and Their Impact on Project Performance
Author(s) -
Ruekert Robert W.
Publication year - 1995
Publication title -
design management journal (former series)
Language(s) - English
Resource type - Journals
eISSN - 1948-7169
pISSN - 1045-7194
DOI - 10.1111/j.1948-7169.1995.tb00444.x
Subject(s) - key (lock) , process management , new product development , product (mathematics) , process (computing) , business , computer science , knowledge management , engineering management , marketing , engineering , mathematics , geometry , computer security , operating system
MANAGERS MIGHT ASSUME that integrating disciplines on a project team is the key to creatively solving complex problems, stimulating innovation, and improving efficiency What Robert Ruekert points out is that when it comes to marketing, R&D, and operations, sometimes such interaction helps and sometimes it doesn't. His research, based on the in‐depth study of forty‐nine projects, is particularly useful for both managers and designers because it starts to identify more precisely the most effective kinds of interaction in the development process.