Interface management in new product development (NPD) projects, and in particular cross-functional teams, is widely recognized as an important driver of innovation performance. The objective of this research is to analyze successful interface management specifically accounting for the complexity and dynamics of radical innovations. By applying a multi-step procedure of identifying innovation projects we are able to analyze data from over 100 radical to moderate innovative NPD projects in mature industrial corporations. Our results suggest – contrary to the common notion of simultaneous engineering – that cross-functional teams, which are employed at the very beginning of the development process, are negatively related to performance in case of radical innovation. Projects, which are able to obtain high quality information directly from corporate functions, perform significantly better. Meeting the strong demand for early and continuous information exchange across the boundaries of the NPD team by project steering boards and informal networks improve NPD performance independent of degree of innovativeness.
|Journal||Z f B|
|Publication status||Published - 2007|