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Autonomous Teams and New Product Development

机译：自主团队与新产品开发

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An autonomous team is an emerging tool for new product development (NPD). With its high degree of autonomy, independence, leadership, dedication, and collocation, the team has more freedom and stronger capabilities to be innovative and entrepreneurial. Several anecdotal cases suggest that autonomous teams are best when applied to highly uncertain, complex, and innovative projects. However, there is no empirical study to test such a notion. Moreover, autonomous teams are not a panacea, and implementing them can be costly and disruptive to their parent organization. When should this powerful, yet costly tool, be pulled out of the new product professional's toolbox? This paper attempts to answer this question. The objective of this study is to explore under which circumstances an autonomous team is the best choice for NPD. Based on contingency and information-processing theories, autonomous teams are hypothesized to be more effective to address projects with: (1) high technology novelty and (2) radical innovation. To test these hypotheses, the relative effectiveness of four types of team structures: autonomous, functional, lightweight, and heavyweight are compared. The effectiveness measures include development cost, development speed, and overall product success. Vision clarity, resource availability, and team experience are the controlled variables. The empirical results based on the data from 555 NPD projects generally support the research hypotheses. Relative to other team structures, autonomous teams are more effective in addressing projects with high technology novelty or radical innovation. The results also suggest that heavyweight teams perform better than other teams in developing incremental innovation. These results provide some evidence to support contingency and information-processing theories at the project level. Given the importance of the development of novel technology and radical innovation in establishing new businesses and other strategic initiatives, the findings of this study may not only have some important implications for NPD practices but may also shed some light on other important topics such as disruptive innovation, strategic innovation, new venture, corporate entrepreneur ship, and ambidextrous organization.
机译：自治团队是新产品开发（NPD）的新兴工具。凭借高度自治，独立，领导，奉献和并置的精神，该团队拥有更多的自由和更强的创新能力和企业家精神。几个轶事案例表明，自治团队最适合应用于高度不确定，复杂和创新的项目。但是，没有经验研究可以检验这种概念。而且，自治团队不是万能药，实施它们可能会造成成本高昂并且破坏其上级组织。什么时候应该将这种功能强大但价格昂贵的工具从新产品专业人员的工具箱中拔出？本文试图回答这个问题。这项研究的目的是探索在什么情况下自治团队是NPD的最佳选择。假设基于偶然性和信息处理理论，自治团队将更有效地解决以下项目：（1）高科技新颖性和（2）根本性创新。为了检验这些假设，比较了四种类型的团队结构的相对有效性：自治，功能，轻量级和重量级。有效性指标包括开发成本，开发速度和整体产品成功率。视野清晰，资源可用性和团队经验是受控变量。基于来自555个NPD项目的数据的实证结果通常支持研究假设。相对于其他团队结构，自主团队在解决具有高科技新颖性或重大创新的项目方面更为有效。结果还表明，重量级团队在开发渐进式创新方面表现优于其他团队。这些结果提供了一些证据来支持项目级别的突发事件和信息处理理论。鉴于开发新技术和彻底创新对建立新业务和其他战略计划的重要性，本研究的发现不仅可能对NPD做法产生重要影响，而且可能会为诸如破坏性创新之类的其他重要话题提供一些启示。 ，战略创新，新创企业，企业企业家队伍和敏捷组织。

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  • 来源
    《Journal of product innovation management》 |2012年第5期|p.734-750|共17页
  • 作者

    Peerasit Patanakul; Jiyao Chen; Gary S. Lynn;

  • 作者单位

    Black School of Business, Pennsylvania State University, Erie, PA 16563 USA;

    College of Business, Oregon State University, Corvallis, OR 97331 USA;

    Black School of Business, Pennsylvania State University, Erie, PA 16563 USA;

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