Studies of new product development have demonstrated the value of effective interaction

between research and development (R&D) and manufacturing, but few studies also include

service operations despite their growing importance. Building on in-depth studies of two

firms in the capital goods sector, the paper illustrates how the structural differences between

the R&D-manufacturing and R&D-service interfaces result in serious information and

interaction imbalances, and presents managerial means to handle these. The paper makes

three contributions. First, it shows the value of moving beyond a dyadic perspective to

studies of more complex structures involving triads of specialized functions. Second, the

paper underlines the role of informational flows that can compensate for asymmetries in

such triads and facilitate thoughtful trade-off decisions. Third, the paper highlights the

importance of creating conditions for integrated knowledge-based approaches across functions,

which involve the generation and sharing of new knowledge. The paper ends with an emerging management agenda to support such integrative efforts in new product development projects.

Starting from a distinction between internalisation and outsourcing of manufacturing, this paper studies how the degree of vertical integration affects R&D-manufacturing coordination. The case study findings illustrates that there are several quasi-stages of outsourcing that affect R&Dmanufacturing coordination and manufacturing competence within R&D organisations. For effective R&D-manufacturing coordination to take place, it seems necessary that the R&D department possesses certain manufacturing competencies, both in terms of understanding the constraints of the manufacturing equipment/process and in terms of understanding the relation between production volumes and manufacturing cost. The implication is that managers need to carefully consider the effects of make-or-buy decisions on R&D-manufacturing coordination.

The purpose of this paper is to delve into the dilemma of managing development projects which are not only highly complex but also include multiple dimensions of uncertainty, i.e. market volatility, technological novelty and changing customer specifications. Particular attention is directed towards managerial challenges and approaches to handle this dilemma. Previous research on the subject indicates that complexity and uncertainty require different approaches, but these studies tend to provide suggestions either on managing complexity in stable industries or on managing uncertainty in less complex projects. This paper rests on an in-depth study of two complex development projects in a company context at the extreme end of R&D intensity and uncertainty.

The paper identifies four managerial challenges: coping with volatile market demands; staying at the technological forefront where technology and product development take place at the same time; responding to rapidly changing customer specifications; and dealing with the implications of very low production volumes of non-standard units. The analysis shows that these challenges can be managed by utilizing a matrix of formal systems, quasi-formalized visualization and informal interaction, which promotes responsiveness and flexibility in a controlled fashion.

Purpose – The purpose of this paper is to contribute to the existing body of knowledge about what distinguishes effective continuous improvement (CI) approaches and to explain some of the mechanisms which create a successful quality program.

Design/methodology/approach – The empirical data were collected from interviews with employees at several levels in seven companies. The companies were deliberately selected to represent different types of resource consumption and outcome from a quality program.

Findings – The implementation approaches of the studied companies were classified according to four different categories: parallel, integrated, coordinated and project approaches. Companies that adopt a project approach tend to fail to achieve anything more than minor improvements, while companies that take parallel and coordinated approaches realise significant improvements but use more resources than companies that utilise an integrated approach.

Practical implications – This paper illustrates and explains why the project approach ought to be avoided. The paper also highlights the benefits of an integrated approach that is focused on learning.

Originality/value – This paper contributes to theory and practice by providing an empirically-based explanation for the outcome of alternative implementations of CI in practice.

The purpose of this thesis is to contribute to New Product Development-literature by expanding the analysis of the R&D-manufacturing interface in complex product development in three areas, i.e. the outsourcing of manufacturing, uncertainty and time-criticality, and field service. The thesis focuses on interface challenges and solutions which concern three questions:

1. How does the level of outsourcing of manufacturing affect the management of the R&Dmanufacturing interface in complex product development?
2. How does the presence of uncertainty and time-criticality affect the management of the R&Dmanufacturing interface in complex product development?
3. How does the need to consider field service requirements affect the management of the R&Dmanufacturing interface in complex product development?

The background and point of departure is the realization that there are three areas which influence the management of the important, dynamic interface between R&D and manufacturing. First, the level of outsourcing of manufacturing is increasing in many industries, which makes it even more demanding to manage the R&D-manufacturing interface in complex product development. Second, complex product development may also be characterized by uncertainty and time-criticality, and previous research indicates that these factors need to be handled differently. Third, it is increasingly important to consider not only R&D and manufacturing, but also field service requirements.

The research methodology rests on a multiple case study approach where the main case used in this thesis is an extreme case in terms of uncertainty, R&D intensity and volume levels, i.e. Micronic Laser Systems.

The main findings of the thesis revolve around the identification of the challenges and solutions involved in complex product development. Based on five research papers, the thesis identifies challenges associated with each of the three research questions, and all challenges identified revolve around how to identify and understand conflicting requirements, to establish an understanding of changing prerequisites and their implications, and to ensure active involvement and a certain degree of competence overlap between organizational functions (internal as well as external).

The solutions identified for handling these challenges have one thing in common, namely a focus on achieving controlled responsiveness and flexibility based on an understanding of tradeoffs, interaction, and informed decision-making. These solutions differ from those prescribed in conventional product development literature which tends to focus on upfront planning techniques and how to follow plans.

The findings may be of value to a variety of managers in different environments, in particular for project managers who are involved in complex product development. The main reason is that this kind of product development exhibits challenges and solutions different from those described in conventional literature on new product development, at least in cases where there is some degree of uncertainty.

Purpose - The purpose of this paper is to study the role of field service in product development in manufacturing firms.

Design/methodology/approach – The study employed a case study research design. Multiple data collection techniques such as interviews and internal reports were utilized to study two contrasting cases.

Findings - The paper makes three primary contributions. First, it links service literature to product development in manufacturing firms. Second, it investigates how firms use different mechanisms for building capabilities required to manage contradictory requirements between R&D, manufacturing and field service. Third, it demonstrates how two successful firms, in spite of very different prerequisites, actually exhibit strikingly similar challenges and mechanisms.

Research limitations/implications – Limitations are primarily associated with methodology, a case study approach based on two cases.

Practical implications – Managers can learn from firms in other contexts and implement similar mechanisms, but they need to make adaptations on the operational level.

Originality/value – The paper investigates a topic that is rarely studied.

Adopting a contingency framework, this paper explores consequences of manufacturing outsourcing and product/process newness for RandD-manufacturing coordination. Based on case-study findings, the following coordination challenges are outlined: accessing manufacturing competence and understanding suppliers processes (outsourcing of manufacturing and high newness); receiving feedback from suppliers and motivating suppliers (outsourcing and low-medium newness); exploiting manufacturing competence and establishing close working relations (internalization of manufacturing and high newness); early involvement of manufacturing and suppliers, and reducing variability in supplier performance (internalization and low-medium newness). The paper further elaborates on how the role of purchasing may change in order to address these challenges.