| 000 | 02804nam a22004335i 4500 | ||
|---|---|---|---|
| 001 | 978-3-8349-9642-8 | ||
| 003 | DE-He213 | ||
| 005 | 20161121231007.0 | ||
| 007 | cr nn 008mamaa | ||
| 008 | 100301s2008 gw | s |||| 0|eng d | ||
| 020 |
_a9783834996428 _9978-3-8349-9642-8 |
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| 024 | 7 |
_a10.1007/978-3-8349-9642-8 _2doi |
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| 050 | 4 | _aHD28-70 | |
| 072 | 7 |
_aKJMV6 _2bicssc |
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| 072 | 7 |
_aPDG _2bicssc |
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| 072 | 7 |
_aBUS087000 _2bisacsh |
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| 082 | 0 | 4 |
_a658.514 _223 |
| 100 | 1 |
_aHuth, Tobias. _eauthor. |
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| 245 | 1 | 0 |
_aOrganizing Cross-Functional New Product Development Projects _h[electronic resource] : _bThe Phase-Specific Effects of Organizational Antecedents / _cby Tobias Huth. |
| 264 | 1 |
_aWiesbaden : _bGabler, _c2008. |
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| 300 |
_aXVII, 185 p. _bonline resource. |
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| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 347 |
_atext file _bPDF _2rda |
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| 505 | 0 | _aCross-Functional Teams in New Product Development -- Theoretical Framework for the Phase-specific Effects of Organizational Antecedents in Cross-Functional New Product Development -- Research Methodology and Results -- Discussion -- References. | |
| 520 | _aCompanies are looking for better ways to develop innovative products. In this regard, cross-functional teams (CFTs) are considered to be a key success factor. However, previous research indicates that the use of CFTs does not automatically lead to successful innovation. It appears that the employment of CFTs has to be implemented as systematically as well as other organizational activities. On the basis of a survey conducted with 133 project managers, Tobias Huth presents an empirical analysis of the organizational success drivers of new cross-functional product development projects. The investigated antecedents are distinguished by organic and mechanistic designs as well as boundary spanning activities. New territory is entered by applying a phase-specific perspective. It is shown that certain antecedents (e.g. participative decision-making, top management support) should be permanently employed, while others (e.g. steering committees, central budgets) should be managed dynamically. Teams are advised to adopt a dynamic blend of flexibility and discipline while constantly interacting with external sources inside the organization. | ||
| 650 | 0 | _aBusiness. | |
| 650 | 0 | _aManagement. | |
| 650 | 0 | _aIndustrial management. | |
| 650 | 1 | 4 | _aBusiness and Management. |
| 650 | 2 | 4 | _aInnovation/Technology Management. |
| 710 | 2 | _aSpringerLink (Online service) | |
| 773 | 0 | _tSpringer eBooks | |
| 776 | 0 | 8 |
_iPrinted edition: _z9783835009264 |
| 856 | 4 | 0 | _uhttp://dx.doi.org/10.1007/978-3-8349-9642-8 |
| 912 | _aZDB-2-SBE | ||
| 950 | _aBusiness and Economics (Springer-11643) | ||
| 999 |
_c506986 _d506986 |
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