Managing Outsourced Product Design: The Effectiveness of Alternative Integration Mechanisms (original) (raw)
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Interface management has been viewed as one of the important organizational capabilities to promote coordination and integration among stakeholders in construction project delivery, especially for large-scale projects. This paper examines the role of formal governance, partnering, and the nature of the boundary activities and their interactions in the interface management performance outcomes. To achieve this goal, an integrated framework with consideration of the influence of formal governance, partnering, and boundary activities on interface management performance and associated project outcomes was developed and the framework predictions were empirically tested by using the data collected from 85 international large-scale projects. The results show that formal governance is the one of dominant determinants of interface management performance, which can influence the management outcomes improving partnering and boundary activities. Partnering and boundary activities are also significant antecedents of interface management performance, which in turn improves project outcomes of large-scale construction projects. Formal governance and partnering mutually reinforce each other. Interface management performance is positively corelated to project outcomes in terms of quality, cost, and schedule. The present empirical research contributes to the fundamental understanding of the critical factors that govern the interface management 19
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2001
In this paper, we discuss co-operative product development across firm boundaries. Firstly, we discuss reasons why innovation may beneficially be co-ordinated among firms, and we provide some empirical evidence for the existence and significance of the phenomenon. Secondly, we discuss the relevance of co-operative innovation for the construction industry which, at present, is characterised by low degrees of innovation and co-operation. We then present the results from a co-operative product development project within the construction industry. Lastly, we discuss managerial implications which may be drawn from the study in relation to co-operative product development in the construction industry.
Integrated systems for product design: The move toward outsourcing
The extended enterprise create partnerships with its external environment in order to acquire strategic information and achieve competitive advantage. For that, it integrates its information systems with the partners for fast communication and new knowledge integration in the product development process. The integrated systems involved in the inter-organizational collaboration have specific functions and features. In this paper, we present the case study related to an aerospace firm integrating its information systems with one of its partners for complex product design. We investigate on the types of systems integrated, on their success factors and their impact on the product design. The results of the study provide important insights on the integration of the information systems for product development outsourcing.
In this paper, we discuss co-operative product development across firm boundaries. Firstly, we discuss reasons why innovation may beneficially be co-ordinated among firms, and we provide some empirical evidence for the existence and significance of the phenomenon. Secondly, we discuss the relevance of co-operative innovation for the construction industry which, at present, is characterised by low degrees of innovation and co-operation. We then present the results from a co-operative product development project within the construction industry. Lastly, we discuss managerial implications which may be drawn from the study in relation to co-operative product development in the construction industry.
MANAGING PRODUCT DEVELOPMENT PROJECTS ACROSS FIRM BOUNDARIES
In this paper, we discuss co-operative product development across firm boundaries. Firstly, we discuss reasons why innovation may beneficially be co-ordinated among firms, and we provide some empirical evidence for the existence and significance of the phenomenon. Secondly, we discuss the relevance of co-operative innovation for the construction industry which, at present, is characterised by low degrees of innovation and co-operation. We then present the results from a co-operative product development project within the construction industry. Lastly, we discuss managerial implications which may be drawn from the study in relation to co-operative product development in the construction industry.