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首页> 外文期刊>Journal of product innovation management >Formal Rules in Product Development: Sensemaking of Structured Approaches
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Formal Rules in Product Development: Sensemaking of Structured Approaches

机译：产品开发中的正式规则：结构化方法的意义

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Many scholars consider the use of formal structured approaches to manage product development as very significant for successful product innovation. Others consider them a predictor of the likely outcome of the processes. Structured approaches can be considered management technologies for product development. Prior research has addressed the design of structured approaches and has measured how different types or generations of these are related to different processes and outcomes in different ways. However, only limited research has addressed how managers and employees actually understand and makes sense of these methods. This paper investigates how structured approaches are translated through a number of interpretations into daily practices. The research draws on research in sociology and management accounting to analyze structured approaches for product development as a managerial technology that consists of rules that individuals must understand (i.e., make sense of). The paper presents arguments for building a model of factors that influence the sensemaking of structured approaches for product development based on Scandinavian cases. First, structured approaches are presented as a type of managerial technology that consists of rules. Second, a framework to classify structured approaches for product development according to their degree of elaborateness and exhaustiveness is derived. This helps to identify the types of rule systems in companies-and how these influence everyday practices. The sensemaking from rules to practice is implemented through a number of translations, based on the context, the history, and the authorized statements and feedback processes. Empirical findings show that structured approaches differ both with respect to their degree of elaborateness and exhaustiveness. Additionally, firms differ greatly in terms of how rigorously they enforce the rules. Furthermore, the importance assigned to them by functional managers and project managers differ greatly. Even companies with extensive and elaborate rule regimes enforce the rules in a flexible manner, and rules are often applied at the discretion of project managers. Practices are influenced by the interpretation, use, and feedback from senior managers. Observations make it possible to develop a model for the sensemaking processes that influences how a specific structured approach through sensemaking is altered, modified, and sometimes even cut off from influencing innovation processes. The sensemaking of rules might reverse elaborate and exhaustive rides into quite flexible systems in practice. One implication of this is that individual sensemaking of structured approaches for product development thus needs to be analyzed to understand managerial practices. Another implication is that it cannot be assumed, a priori that formal approaches are the same as exercised practices.
机译：许多学者认为，使用正式的结构化方法来管理产品开发对于成功进行产品创新非常重要。其他人则认为它们是过程可能结果的预测指标。结构化方法可以视为产品开发的管理技术。先前的研究已经解决了结构化方法的设计，并且已经测量了这些方法的不同类型或不同代如何以不同方式与不同过程和结果相关。但是，只有有限的研究讨论了经理和员工如何真正理解和理解这些方法。本文研究了如何通过多种解释将结构化方法转化为日常实践。这项研究利用社会学和管理会计方面的研究来分析产品开发的结构化方法，将其作为一种管理技术，其中包括个人必须理解（即理解）的规则。本文提出了建立影响因素的模型的论据，这些因素影响基于斯堪的纳维亚案例的结构化产品开发方法的意义。首先，结构化方法是一种由规则组成的管理技术。其次，得出了一个框架，该框架根据产品开发的详尽程度和详尽程度对产品开发的结构化方法进行分类。这有助于确定公司中规则系统的类型，以及它们如何影响日常实践。从规则到实践的意义理解是通过基于上下文，历史以及授权的陈述和反馈过程的大量翻译来实现的。经验发现表明，结构化方法的复杂性和详尽性均不同。此外，公司在执行规则的严格程度方面也存在很大差异。此外，职能经理和项目经理赋予他们的重要性也大不相同。即使是拥有广泛而详尽的规则制度的公司，也可以灵活地执行规则，并且项目经理通常会酌情运用规则。实践受到高级管理人员的解释，使用和反馈的影响。观察使开发感官过程的模型成为可能，该模型影响通过感官制造来改变，修改甚至有时不影响创新过程的特定结构化方法的方式。在实践中，规则的意义制定可能会使详尽而详尽的游乐项目转变为相当灵活的系统。其中的一个含义是，需要对产品开发的结构化方法的个人意义进行分析，以理解管理实践。另一个暗示是，不能假定先验形式方法与实践相同。

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