Factors affecting multifunctional teams in innovation processes

Structuring the innovation process and managing multifunctional teams is a basic prerequisite successful innovation. A well-structured process gives the possibility to implement effective multifunctional teamwork. Meanwhile, multifunctional teamwork helps to optimise and accomplish the innovation process. Organizational support is necessary to achieve effective teamwork. Designing or changing the organizational structures for multifunctional collaboration is an important issue. Changing the system of performance measurement and setting up a multifunctional organizational culture gives employees strong signals that multifunctional integration is encouraged. --product development,innovation process,multifunctional team

A Consumer-Centric Open Innovation Framework for Food and Packaging Manufacturing

This article has been archived following written permission from IGI Global.Closed innovation approaches have been employed for many years in the food industry. But, this sector recently perceives its end-user to be wary of radically new products and changes in consumption patterns. However, new product development involves not only the product itself but also the entire manufacturing and distribution network. In this paper, we present a new ICT based framework that embraces open innovation to place customers in the product development loop but at the same time assesses and eventually coordinates the entire manufacturing and supply chain. The aim is to design new food products that consumers will buy and at the same time ensure that these products will reach the consumer in time and at adequate quantity. On the product development side, our framework enables new food products that offer an integrated sensory experience of food and packaging, which encompass customization, healthy eating, and sustainability

Organizing the innovation process : complementarities in innovation networking

This paper contributes to the developing literature on complementarities in organizational design. We test for the existence of complementarities in the use of external networking between stages of the innovation process in a sample of UK and German manufacturing plants. Our evidence suggests some differences between the UK and Germany in terms of the optimal combination of innovation activities in which to implement external networking. Broadly, there is more evidence of complementarities in the case of Germany, with the exception of the product engineering stage. By contrast, the UK exhibits generally strong evidence of substitutability in external networking in different stages, except between the identification of new products and product design and development stages. These findings suggest that previous studies indicating strong complementarity between internal and external knowledge sources have provided only part of the picture of the strategic dilemmas facing firms

Organizing the innovation process : complementarities in innovation networking

This paper contributes to the developing literature on complementarities in organizational design. We test for the existence of complementarities in the use of external networking between stages of the innovation process in a sample of UK and German manufacturing plants. Our evidence suggests some differences between the UK and Germany in terms of the optimal combination of innovation activities in which to implement external networking. Broadly, there is more evidence of complementarities in the case of Germany, with the exception of the product engineering stage. By contrast, the UK exhibits generally strong evidence of substitutability in external networking in different stages, except between the identification of new products and product design and development stages. These findings suggest that previous studies indicating strong complementarity between internal and external knowledge sources have provided only part of the picture of the strategic dilemmas facing firms

Myoelectric forearm prostheses: State of the art from a user-centered perspective

User acceptance of myoelectric forearm prostheses is currently low. Awkward control, lack of feedback, and difficult training are cited as primary reasons. Recently, researchers have focused on exploiting the new possibilities offered by advancements in prosthetic technology. Alternatively, researchers could focus on prosthesis acceptance by developing functional requirements based on activities users are likely to perform. In this article, we describe the process of determining such requirements and then the application of these requirements to evaluating the state of the art in myoelectric forearm prosthesis research. As part of a needs assessment, a workshop was organized involving clinicians (representing end users), academics, and engineers. The resulting needs included an increased number of functions, lower reaction and execution times, and intuitiveness of both control and feedback systems. Reviewing the state of the art of research in the main prosthetic subsystems (electromyographic [EMG] sensing, control, and feedback) showed that modern research prototypes only partly fulfill the requirements. We found that focus should be on validating EMG-sensing results with patients, improving simultaneous control of wrist movements and grasps, deriving optimal parameters for force and position feedback, and taking into account the psychophysical aspects of feedback, such as intensity perception and spatial acuity

Organizing Innovation Complementarities between Cross-Functional Teams

Cross-functional teams play a potentially important part in the innovation process enabling knowledge sharing, the development of trust and overcoming spatial and organizational barriers. Using a supermodularity approach, we focus on potential complementarities which may arise when cross-functional teams are used in different elements of the innovation process in UK and German manufacturing plants. Using optimal combinations of cross-functional teams in the innovation process increases innovation success in the UK by 29.5 per cent compared to 9.5 per cent in Germany. Patterns of complementarity are complex, however, but are more uniform in the UK than in Germany. The most uniform complementarities are between product design and development and production engineering, with little synergy evident between the more technical phases of the innovation process and the development of marketing strategy. In strategic terms, our results suggest the value of using cross-functional teams for the more technical elements of the innovation process but that the development of marketing strategy should remain the domain of specialists.Innovation; cross-functional terms; complementarities; UK; Germany

New Product Development in Virtual Environment

Purpose - The literature on the topic has evolved exponentially since eight years ago. Relaying on a review of studies published in recent years, this article proposes and discusses a framework which incorporates a set of virtual teams involved in a new product development initiative. Design/methodology/approach – A range of academic and practitioner literature related to virtual teams and virtual new product development is reviewed. What is Virtual New Product Development and what determines its development in manufacturing firms? These two questions are answered. Findings - The decision to use a virtual team is often a necessity and not a choice; being ‘virtual’ is in most cases not an alternative but a requirement. Enterprise may benefit from building and maintain the virtual teams in a number of ways such as achieving higher quality, accessing and capturing dispersed knowledge and skills regarding the multifunctional and multi-use components and modules, electronically unite experts in highly specialized fields, collaborating more productivity at a distance, achieving tight schedules and start quickly, reducing travel time and cost, enabling the recruitment of talented employees, builds diverse teams, promoting proactive employment and finally reducing discrimination in enterprises. Originality/value - The results of an academic literature review were employed to the literature so far has not paid adequate attention to the virtual team activities in NPD. The results highlight several avenues which would help managers and policy makers to better foster cyber new product development and designers to better channel of their efforts in the design and manufacturing domain.Keywords - New product Development; Virtual teams; Concurrent Collaboration; Review paper

Improving agricultural productivity for poverty alleviation through integrated service provision with public-private sector partnerships: Examples and issues

Irrigation management / Crop production / Productivity / Constraints / Poverty / Farmers’ associations / Public sector / Private sector / Models / Food security / Sugarcane / Rice

FutureFarm vision

This paper defines the first version of a vision of Future Farming project and also a knowledge management system used by European farms which will be designed and developed by the Future Farm project. An important part of the vision is a definition of external drivers and their influence on farm business in future. Paper is looking on a situation in three periods: short (2013), middle (2020) and long-term (2030). Our vision expects that the farming system will continuously converge to the situation of two types of farm: an industrial farm, which will guarantee both the food safety and the food security for European citizens, and multifunctional farms focused on environment protection. The recommendation proposes an architecture based on communication of interoperable services, so called Service Oriented Architecture (SOA), for easy integration of different levels and components of farm management.Farming, external drivers, future vision, knowledge management, SOA, Farm Management,

Product Development in the World Auto Industry

macroeconomics, auto industry, management efficiency, productivity