هوشمندی تیم توسعه محصول جدید : سوابق و پیامدها

Our study investigated the effect of team knowledge on new product development (NPD). By investigating 207 NPD projects, we found that the declarative and procedural knowledge of the team and their use of IT had a positive influence on the team's knowledge base; and that the higher the functional diversity of the project team, the greater their overall knowledge. We also found that team knowledge positively impacted new product creativity and success in the market place.

The importance of new product development (NPD) teams has been emphasized in the last decade in the technology and innovation management literature [19]. Many papers have pointed out that most successful NPD projects were achieved through the collective efforts of individuals on the teams [1] and have suggested approaches for managers to form and manage NPD teams; cross-functional integration [13], team learning [15], knowledge management (KM), and collaborative technologies [31] are some of the ways. One factor discussed recently has been team intelligence[4]; it seemed important because it helped the team to promote effective knowledge creation, fuel the learning process, and develop an effective way to implement the product. However, NPD team intelligence has been narrowly defined and has received limited empirical attention. The current conceptual definition of NPD team intelligence was restricted to the cognitive view of intelligence omitting its behavioral dimension. In organizational behavior literature, an entity demonstrates knowledge when it responds to changing conditions, problems, etc. in a goal-directed adaptive manner by modifying its behavior [11]. Intelligence involves adaptive behavior or responsiveness. Also related to the conceptual issues, the NPD team intelligence construct has been operationalized narrowly as the ability of the team to acquire, disseminate and implement/use information. However, team intelligence is a multi-dimensional construct involving a variety of capabilities and should be operationalized as a higher-order, multifaceted construct embodying both information processing and responsiveness capabilities to capture the complex nature of the process of product development. Akgün et al. [5] argued that, while information processing capabilities highlighted the internal structures and processes, it put the environment in a passive role. On the other hand, they noted that responsiveness capabilities suggested a potential reaction and sensitivity to the external environment though it omitted information processing capabilities. Thus, amalgamating the information processing and responsiveness perspectives as a higher-order construct could result in a more comprehensive view of NPD team intelligence. Further, from a managerial point of view, the antecedents and consequences of NPD team intelligence, such as factors that impact NPD team intelligence and how this influences the project outcomes, should be investigated empirically. Investigating the determinants of team intelligence could aid project managers in understanding how to elevate the team's capabilities, and how to leverage those capabilities to result a successful NPD project. Thus our study elaborated on research on NPD team intelligence and its antecedents and consequences to provide a KM view of NPD teams and project management. In particular, we considered how cross-functional NPD project teams enhanced their information processing and responsiveness capabilities and the impact of them on NPD project outcomes.

Literature on organizational and team intelligence demonstrated that information processing and responsiveness capabilities were important for the performance of organizations and teams. However, there is still a lack of operationalization, and empirical test of antecedents and consequences of intelligence in NPD teams. Our study measured team intelligence with its antecedents and consequences. We showed empirically that team intelligence impacted NPC and NPS, and the team's knowledge base (declarative and procedural knowledge), functional diversification, and IT usage influenced the project team intelligence.