Task partitioning in new product development teams: a knowledge and learning perspective

Stephen Chen

Research output: Contribution to journalArticlepeer-review

37 Citations (Scopus)

Abstract

R&D alliances and outsourcing elements of the new product development process are now commonplace practices among many firms. However, little previous work has examined how these organizational choices influence project knowledge and learning. Based on a comparison of three new product development projects in the software industry, this paper examines how task partitioning in the project influences learning and knowledge development within the firm. The paper suggests that internal development projects encourage synthetic learning and development of architectural and tacit knowledge; in contrast, outsourcing and joint ventures encourage analytic learning and development of component and explicit knowledge.
Original languageEnglish
Pages (from-to)291-314
Number of pages24
JournalJournal of Engineering and Technology Management
Volume22
Issue number4
DOIs
Publication statusPublished - 2005
Externally publishedYes

Keywords

  • outsourcing
  • alliances
  • new product development
  • knowledge transfer
  • tacit knowledge

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