Managing radical product development in large manufacturing firms: a longitudinal study
通过分析五家财富500强企业的七个项目，探讨大型制造企业如何管理激进产品开发过程，揭示了在高度不确定环境下管理功能整合和为新项目寻找部门归属的独特挑战。
Abstract This study explores and documents the processes by which large manufacturing firms develop and produce radical products. Seven projects from five Fortune 500 firms were analyzed over a 3‐year period. Through the use of these case studies, we found common themes emerging in the way these firms manage their new product development (NPD) process in this turbulent environment. Our observations suggest that these high levels of uncertainty result in several unique challenges in developing the project, especially in the areas of managing functional integration and finding a divisional home for the emerging product.