Companies such as Ford, General Motors, Procter & Gamble, and Toyota increasingly integrate customers into interorganizational teams to generate product innovations (Graen and Shaw 2000; Susanto 2003). Yet companies also face a dilemma: They recognize the benefits of interorganizational NPD teams but find that those teams of ten fail or suffer significant conflict (Hurt et aL 2000), due to misunderstandings, different interpretations of the collaboration's goals, or misjudgments of human factors (Fong and Lung 2007). Furthermore, the peculiarities of interorganizational teams mean that they demand extensive coordination and management (Lawson et al. 2009), and if they are treated as if they were intrafirm teams, important dependencies get overlooked.
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