Outsourcing and insourcing of organizational activities: the role of outsourcing process mechanisms

The decision to outsource organizational activities is studied widely, but research on the insourcing of outsourced activities is scarce. We study the outsourcing decision as a process, and investigate the influences of organizational mechanisms on its sustainability. We argue that organizational learning from the outsourcing decision process could over time result in competencies that enhance the sustainability of outsourcing decisions. We examine outsourcing and insourcing processes longitudinally. The results indicate that the outsourcing process mechanisms, especially the mechanisms associated with implementing the outsourcing decision, predict insourcing. We discuss the implications for future research on outsourcing and insourcing of public services

Product–process matrix and complementarity approach

The relationship between different types of innovation is analysed from three different approaches. On the one hand, the distinctive view assumes that the determinants of each type of innovation are different and therefore there is no relationship between them. On the other hand, the integrative view considers that the different types of innovation are complementary. Finally, the product–process matrix framework suggests that the relationship between product innovation and process innovation is substitutive. Using data from Spain belonging to the Technological Innovation Panel (PITEC) for the years 2008, 2009, 2010, 2011 and 2012, we tested which of the three approaches is predominant. To perform the hypothesis test, we used the so-called complementarity approach. We find that there is no unique relation. The nature of the relationship depends on the types of innovation that interact. Our most significant finding is that the relationship between product innovation and process innovation is complementary. This finding contradicts the proposal of the product–process matrix framework. Consequently, the joint implementation of both types of innovation generates a greater impact on the performance of a company than the sum of their separate implementation

The Art of Research: A Divergent/Convergent Framework and Opportunities for Science-Based Approaches

Applying science to the current art of producing engineering and research knowledge has proven difficult, in large part because of its seeming complexity. We posit that the microscopic processes underlying research are not so complex, but instead are iterative and interacting cycles of divergent (generation of ideas) and convergent (testing and selecting of ideas) thinking processes. This reductionist framework coherently organizes a wide range of previously disparate microscopic mechanisms which inhibit these processes. We give examples of such inhibitory mechanisms and discuss how deeper scientific understanding of these mechanisms might lead to dis-inhibitory interventions for individuals, networks and institutional levels

Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science

Abstract Background Many interventions found to be effective in health services research studies fail to translate into meaningful patient care outcomes across multiple contexts. Health services researchers recognize the need to evaluate not only summative outcomes but also formative outcomes to assess the extent to which implementation is effective in a specific setting, prolongs sustainability, and promotes dissemination into other settings. Many implementation theories have been published to help promote effective implementation. However, they overlap considerably in the constructs included in individual theories, and a comparison of theories reveals that each is missing important constructs included in other theories. In addition, terminology and definitions are not consistent across theories. We describe the Consolidated Framework For Implementation Research (CFIR) that offers an overarching typology to promote implementation theory development and verification about what works where and why across multiple contexts. Methods We used a snowball sampling approach to identify published theories that were evaluated to identify constructs based on strength of conceptual or empirical support for influence on implementation, consistency in definitions, alignment with our own findings, and potential for measurement. We combined constructs across published theories that had different labels but were redundant or overlapping in definition, and we parsed apart constructs that conflated underlying concepts. Results The CFIR is composed of five major domains: intervention characteristics, outer setting, inner setting, characteristics of the individuals involved, and the process of implementation. Eight constructs were identified related to the intervention (e.g., evidence strength and quality), four constructs were identified related to outer setting (e.g., patient needs and resources), 12 constructs were identified related to inner setting (e.g., culture, leadership engagement), five constructs were identified related to individual characteristics, and eight constructs were identified related to process (e.g., plan, evaluate, and reflect). We present explicit definitions for each construct. Conclusion The CFIR provides a pragmatic structure for approaching complex, interacting, multi-level, and transient states of constructs in the real world by embracing, consolidating, and unifying key constructs from published implementation theories. It can be used to guide formative evaluations and build the implementation knowledge base across multiple studies and settings.http://deepblue.lib.umich.edu/bitstream/2027.42/78272/1/1748-5908-4-50.xmlhttp://deepblue.lib.umich.edu/bitstream/2027.42/78272/2/1748-5908-4-50-S1.PDFhttp://deepblue.lib.umich.edu/bitstream/2027.42/78272/3/1748-5908-4-50-S3.PDFhttp://deepblue.lib.umich.edu/bitstream/2027.42/78272/4/1748-5908-4-50-S4.PDFhttp://deepblue.lib.umich.edu/bitstream/2027.42/78272/5/1748-5908-4-50.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/78272/6/1748-5908-4-50-S2.PDFPeer Reviewe

Effect of exploitation and exploration on the innovative as outcomes in entrepreneurial firms

[EN] The main aim of this study is to establish the effect of the Exploitation and Exploration; and the influence of these learning flows on the Innovative Outcome (IO). The Innovative Outcome refers to new products, services, processes (or improvements) that the organization has obtained as a result of an innovative process. For this purpose, a relationship model is defined, which is empirically contrasted, and can explains and predicts the cyclical dynamization of learning flows on innovative outcome in knowledge intensive firms. The quantitative test for this model use the data from entrepreneurial firms biotechnology sector. The statistical analysis applies a method based on variance using Partial Least Squares (PLS). Research results confirm the hypotheses, that is, they show a positive dynamic effect between the Exploration and the Innovative as outcomes. In the same vein, they results confirm the presence of the cyclic movement of innovative outcome with the Exploitation.In addition, this research is part of the Project ECO2015-71380-R funded by the Spanish Ministry of Economy, Industry and Competitiveness and the State Research Agency. Co-financed by the European Regional Development Fund (ERDF).Vargas-Mendoza, NY.; Lloria, MB.; Salazar Afanador, A.; Vergara Domínguez, L. (2018). Effect of exploitation and exploration on the innovative as outcomes in entrepreneurial firms. International Entrepreneurship and Management Journal. 14(4):1053-1069. https://doi.org/10.1007/s11365-018-0496-5S10531069144Alegre, J., & Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: an empirical test. Technovation, 28, 315–326.Amara, N., Landry, R., Becheikh, N., & Ouimet, M. (2008). Learning and novelty of innovation in established manufacturing SMEs. Technovation, 28, 450–463.Aragón-Mendoza, J., Pardo del Val, M., & Roig, S. (2016). The influence of institutions development in venture creation decision: a cognitive view. Journal of Business Research, 69(11), 4941–4946.Ardichvili, A. (2008). Learning and knowledge sharing in virtual communities of practice: motivators, barriers, and enablers. Advances in Developing Human Resources, 10(4), 541–554.Argyris, C., & Schön, D. (1978). Organizational learning: a theory of action perspective. Reading: Addison Wesley.Bagozzi, R. P., Yi, Y., & Singh, S. (1991). On the use of structural equation models in experimental designs: two extensions international. Journal of Research in Marketing, 8, 125–140.Belda, J., Vergara L., Salazar, A., & Safont G. (2018). Estimating the Laplacian matrix of Gaussian mixtures for signal processing on graphs, accepted for publication in Signal Processing.Boland, R. J. J., & Tenkasi, R. V. (1995). Perspective making and perspective taking in communities of knowing. Organization Science, 6(4), 350–372.Bontis, N., (1998). Intellectual capital: an exploratory study that develops measures models. Management Decision, 36, 63–76.Bontis, N. (1999). Managing an organizational learning system by aligning stocks and flows of knowledge: an empirical examination of intellectual capital, knowledge management, and business performance. 1999. Management of Innovation and New Technology Research Centre, McMaster University.Bontis, N., Keow, W., & Richardson, S. (2000). Intellectual capital and the nature of business in Malaysia. Journal of Intellectual Capital, 1(1), 85–100Bontis, N., Hullan, J., & Crossan, M. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies, 39, 438–469.Brachos, D., Kostopulos, K., Sodersquist, K. E., & Prastacos, G. (2007). Knowledge effectiveness, social context and innovation. Journal of Knowledge Management, 11(5), 31–44.Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31, 515–524.Chang, T. J., Yeh, S. P., & Yeh, I. J. (2007). The effects of joint rewards system in new product development. International Journal of Manpower, 28(3/4), 276–297.Chin, W. (1998). The partial least square approach to structural equation modeling. In G. A. Marcoulides (Ed.) (pp. 294–336). New Jersey: Lawrence Erlbaum Associates.Cho, N., Li, G., & Su, C. (2007). An empirical study on the effect of individual factors on knowledge sharing by knowledge type. Journal of Global Business and Technology, 3(2), 1–15.Cohen, W. M., & Levin, R. C. (1989). Empirical studies of innovation and market structure. In R. Schmalansee & R. D. Willing (Eds.), Handbook of industrial organization II. New York: Elsevier.Cohen, W. M., & Levinthal, D. A. (1990). Absorptive-capacity – a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128–152.Cooper, R. G. (2000). New product performance: what distinguishes the star products. Austrian Journal of Management, 25, 17–45.Crossan, M., & Berdrow, I. (2003). Organizational learning and strategic renewal. Strategic Management Journal, 24, 1087–1105.Crossan, M., & Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: a systematic review of the literature. Journal of Management Studies, 47(6), 1154–1191.Crossan, M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: from intuition to institution. Academy of Management Review, 24, 522–537.Damanpour, F., & Aravind, D. (2012). Managerial innovation: conceptions, processes, and antecedents. Management and Organization Review, 8(2), 423–454.Damanpour, F., & Shanthi, G. (2001). The dynamics of the adoption of products and process innovations in organizations. Journal of Management Studies, 38(1), 21–65.Decarolis, D. M., & Deeds, D. L. (1999). The impact of stock and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20, 953–968.Demartini, C. (2015). Relationships between social and intellectual capital: empirical Evidence from IC statements. Knowledge and Process Management, 22(2), 99–111.Dupuy, F. (2004). Sharing knowledge: they why and how of organizational change. Hampshire: Palgrave Macmillan.Fornell, C., & Bookstein, F. I. (1982). Two structural equation models: LISREL and PLS applied to consumer exit-voice theory. Journal of Marketing Research, 19, 440–452.Ganter, A., & Hecker, A. (2013). Deciphering antecedents of organizational innovation. Journal of Business Research, 66(5), 575–584.Ganter, A., & Hecker, A. (2014). Configurational paths to organizational innovation: qualitative comparative analyses of antecedents and contingencies. Journal of Business Research, 67, 1285–1292.Gopalakrishnan, S., & Damanpour, F. (1997). A review of innovation research in economics, sociology and technology management. International Journal of Management Science, 25, 15–28.Hedberg, B. (1981). How organizations learn and unlearn. In P. Nystrom & W. Starbuck (Eds.), Handbook of organizational design. New York: Oxford University.Hedlund, G., & Nonaka, I. (1993). Models of knowledge management in the west and Japan. In: P. Lorange, B. Chacravrarthy, J. Ross, and J. Van de ven (Eds.) Cambridge: Basil Blackwell.Henseler, J., Ringle, C.M., & Sinkovics, R.R. (2009). The use the partial least squares path modeling. In: R. Sinkovics and N. Pervez (Eds.) 277–319.Hsu, I. (2006). Enhancing employee tendencies to share knowledge-case studies on nine companies in Taiwan. International Journal of Information Management, 26(4), 326–338.Hsu, I. (2008). Knowledge sharing practices as a facilitating factor for improving organizational performance though human capital: a preliminary test. Expert Systems with Application, 35, 316–1326.Huang, Q., Davison, R., & Gu, J. (2008). Impact of personal and cultural factors on knowledge sharing in China. Asia Pacific Journal Management, 25(3), 451–471.Ibarra, H. (1993). Network centrality, power, and innovation involvement – determinants of technical and administrative roles. Academy of Management Journal, 36(3), 471–501.Iebra, I. L., Zegarra, P. S., & Zegarra, A. S. (2011). Learning for sharing: an empirical analysis of organizational learning and knowledge sharin. International Entrepreneurship Management Journal, 7, 509–518.Ipe, M. (2003). Knowledge sharing in organizations: a conceptual framework. Human Resource Development Review, 2(4), 337–359.Jenkin, T. (2013). Extending the 4I organizational learning model: information sources, foraging processes and tools. Administrative Sciences, 3, 96–109.Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation, organizational learning, and performance. Journal of Business Research, 64, 408–417.Kane, G. C., & Alavi, M. (2007). Information technology and organizational learning: an investigation of exploration and exploitation processes. Organization Science, 18(5), 796–812.Kleinbaum, D. G., Kupper, N. N., Muller, K. E. (1988). Applied regression analysis and other Multivariable’s methods, PWS KENT.Klomp, L., & Van Leeuwen, G. (2001). Linking innovation and firm performance: a new approach. International Journal of the Economics of Business, 8(3), 343–364.Lansisalmi, H., Kivimaki, M., Aalto, P., & Ruoranen, R. (2006). Innovation in healthcare: a systematic review of recent research. Nursing Science Quarterly, 19(1), 66–72.Laperrière, A., & Spence, M. (2015). Enacting international opportunities: the role of organizational learning in knowledge-intensive business services. Journal of International Entrepreneurship, 13(3), 212–241.Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14, 319–340.Lin, H. (2007). Knowledge sharing and firm innovation capability: an empirical study. International Journal of Manpower, 28(3/4), 315–332.Lloria, M. B., & Moreno-Luzón, M. D. (2014). Organizational learning: proposal of an integrative scale and research instrument. Journal of Business Research, 67, 692–697.March, J. G. (1991). Exploration and exploitation in organizational learning. Organizational Science, 2, 71–87.Matikainen, M., Terho, H., Parvinen, P., & Juppo, A. (2016). The role and impact of firm’s strategic orientations on launch performance: significance of relationship orientation. Journal of Business & Industrial Marketing, 31(5), 625–639.Mone, M. A., McKinley, W., & Barker, V. L. (1998). Organizational decline and innovation: a contingency framework. Academy of Management Review, 23, 115–132.Moreno-Luzón, M. D., & Lloria, B. (2008). The role of non-structural and informal mechanisms of integration and integration as forces in knowledge creation. British Journal of Management, 19, 250–276.Moskaliuk, J., Bokhorst, F., & Cress, U. (2016). Learning from others' experiences: how patterns foster interpersonal transfer of knowledge-in-use. Computers in Human Behavior, 55, 69–75.Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. How Japanese companies create the dynamics of innovation. New York: Oxford University Press.Nonaka, I., & von Krogh, G. (2009). Perspective tacit knowledge and knowledge conversion: controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635–652.Parida, V., Lahti, T., & Wincent, J. (2016). Exploration and exploitation and firm performance variability: a study of ambidexterity in entrepreneurial firms. International Entrepreneurship Management Journal, 12, 1147–1164.Pew, H., Plowman, D., & Hancock, P. (2008). The involving research on intellectual capital. Journal of Intellectual Capital, 9, 585–608.Potter, R. E., & Balthazard, P. A. (2004). The role of individual memory and attention processes during electronic brainstorming. MIS Quarterly, 28(4), 621–643.Ramadani, V., Hyrije, A. A., Léo-Paul, D., Gadaf, R., & Sadudin, I. (2017). The impact of knowledge spillovers and innovation on firm-performance: findings from the Balkans countries. International Entrepreneurship Management Journal, 13, 299–325.Ren, S., Shu, R., Bao, Y., & Chen, X. (2016). Linking network ties to entrepreneurial opportunity discovery and exploitation: the role of affective and cognitive trust. International Entrepreneurship and Management Journal, 12(2), 465–485.Ringle, C. M., Wende, S., & Will, A. (2005). Smart PLS 2.0 (M3) beta, Hamburg: http://www.smartpls.de .Ringle, C. M., Sarstedt, M., & Straub, D. (2012). A critical look at the use of PLS-SEM. MIS Quarterly, 36(1), iii–xiv.Sanchez, R., & Heene, A. (1997). A competence perspective on strategic learning and knowledge management. En Sanchez, R. and Heene, A. (eds.) Strategic learning and knowledge management. John Wiley and Sons.Seidler-de Alwis, R., & Hartmann, E. (2008). The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises. Journal of Knowledge Management, 12(1), 133–147.Shrivastava, P. (1983). A typology of organizational learning systems. Journal of Management Studies, 20, 7–28.Tansky, J., Ribeiro, D., & Roig, S. (2010). Linking entrepreneurship and human resources in globalization. Human Resource Management, 49(2), 217–223.Teece, D. (2012). Dynamic capabilities: routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.Tenenhaus, M., Vinzi, V., Chatelin, Y., & Lauro, C. (2005). PLS path modeling. Computational Statistics and Data Analysis, 49, 159–205.vande Vrande, V., de Jong, J., Vanhaverbeke, W., & Rochemont, M. (2009). Open innovation in SMEs: trends, motives and management challenges. Technovation, 29, 423–437.Vargas, N., & Lloria, M. B. (2014). Dynamizing intellectual capital through enablers and learning flows. Industrial Management and Data Systems, 114(1), 2–20.Vargas, N., & Lloria, M. B. (2017). Performance and intellectual capital: how enablers drive value creation in organisations. Knowledge and Process Management, 24(2), 114–124.Vargas, N., Lloria, M. B., & Roig-Dobón, S. (2016). Main drivers of human capital, learning and performance. The Journal of Technology Transfer, 41(5), 961–978.Vergara, L., Salazar, A., Belda, J., Safont, G., Moral, S., & Iglesias, S. (2017). Signal processing on graphs for improving automatic credit card fraud detection. Proceeding of 2017 I.E. 51st international Carnahan Conference on Security Technology (ICCST 2017), https://doi.org/10.1109/CCST.2017.8167820 , 23–26 Oct, 2017, Madrid, Spain.Wallin, M. W., & Von Krogh, G. (2010). Organizing for open innovation: focus o the integration of knowledge. Organizational Dynamics, 39(2), 145–154.Wang, C. L., & Ahmed, P. K. (2004). Linking innovation and firm performance: a new approach. European International Journal of Technology Management, 27, 674–688.Wold, H. (1980). Model construction and evaluation when theoretical knowledge is scarce. In J. Kmenta & J. B. Ramsey (Eds.), Evaluation of econometric models (pp. 47–74). Cambridge: Academic Press.Wold, H. (1985). Factors influencing the outcome of economic sanctions. In Sixto Ríos Honorary. Trabajos de Estadística and de Investigación Operativa, 36(3), 325–337

Key factors influencing adoption of an innovation in primary health care: a qualitative study based on implementation theory

<p>Abstract</p> <p>Background</p> <p>Bridging the knowledge-to-practice gap in health care is an important issue that has gained interest in recent years. Implementing new methods, guidelines or tools into routine care, however, is a slow and unpredictable process, and the factors that play a role in the change process are not yet fully understood. There is a number of theories concerned with factors predicting successful implementation in various settings, however, this issue is insufficiently studied in primary health care (PHC). The objective of this article was to apply implementation theory to identify key factors influencing the adoption of an innovation being introduced in PHC in Sweden.</p> <p>Methods</p> <p>A qualitative study was carried out with staff at six PHC units in Sweden where a computer-based test for lifestyle intervention had been implemented. Two different implementation strategies, implicit or explicit, were used. Sixteen focus group interviews and two individual interviews were performed. In the analysis a theoretical framework based on studies of implementation in health service organizations, was applied to identify key factors influencing adoption.</p> <p>Results</p> <p>The theoretical framework proved to be relevant for studies in PHC. Adoption was positively influenced by positive expectations at the unit, perceptions of the innovation being compatible with existing routines and perceived advantages. An explicit implementation strategy and positive opinions on change and innovation were also associated with adoption. Organizational changes and staff shortages coinciding with implementation seemed to be obstacles for the adoption process.</p> <p>Conclusion</p> <p>When implementation theory obtained from studies in other areas was applied in PHC it proved to be relevant for this particular setting. Based on our results, factors to be taken into account in the planning of the implementation of a new tool in PHC should include assessment of staff expectations, assessment of the perceived need for the innovation to be implemented, and of its potential compatibility with existing routines. Regarding context, we suggest that implementation concurrent with other major organizational changes should be avoided. The choice of implementation strategy should be given thorough consideration.</p

Communication, social capital and workplace health management as determinants of the innovative climate in German banks

The present study aims to measure the determinants of the innovative climate in German banks with a focus on workplace health management (WHM). We analyze the determinants of innovative climate with multiple regressions using a dataset based on standardized telephone interviews conducted with health promotion experts from 198 randomly selected German banks. The regression analysis provided a good explanation of the variance in the dependent variable (RA(2)A = 55%). Communication climate (beta = 0.55; p < 0.001), social capital (beta = 0.21; p < 0.01), the establishment of a WHM program (beta = 0.13; p < 0.05) as well as company size (beta = 0.15; p < 0.01) were found to have a significant impact on an organization's innovative climate. In order to foster an innovation-friendly climate, organizations should establish shared values. An active step in this direction involves strengthening the organizations' social capital and communication climate through trustworthy management decisions such as the implementation of a WHM program

Study protocol for the translating research in elder care (TREC): building context – an organizational monitoring program in long-term care project (project one)

<p>Abstract</p> <p>Background</p> <p>While there is a growing awareness of the importance of organizational context (or the work environment/setting) to successful knowledge translation, and successful knowledge translation to better patient, provider (staff), and system outcomes, little empirical evidence supports these assumptions. Further, little is known about the factors that enhance knowledge translation and better outcomes in residential long-term care facilities, where care has been shown to be suboptimal. The project described in this protocol is one of the two main projects of the larger five-year Translating Research in Elder Care (TREC) program.</p> <p>Aims</p> <p>The purpose of this project is to establish the magnitude of the effect of organizational context on knowledge translation, and subsequently on resident, staff (unregulated, regulated, and managerial) and system outcomes in long-term care facilities in the three Canadian Prairie Provinces (Alberta, Saskatchewan, Manitoba).</p> <p>Methods/Design</p> <p>This study protocol describes the details of a multi-level – including provinces, regions, facilities, units within facilities, and individuals who receive care (residents) or work (staff) in facilities – and longitudinal (five-year) research project. A stratified random sample of 36 residential long-term care facilities (30 urban and 6 rural) from the Canadian Prairie Provinces will comprise the sample. Caregivers and care managers within these facilities will be asked to complete the TREC survey – a suite of survey instruments designed to assess organizational context and related factors hypothesized to be important to successful knowledge translation and to achieving better resident, staff, and system outcomes. Facility and unit level data will be collected using standardized data collection forms, and resident outcomes using the Resident Assessment Instrument-Minimum Data Set version 2.0 instrument. A variety of analytic techniques will be employed including descriptive analyses, psychometric analyses, multi-level modeling, and mixed-method analyses.</p> <p>Discussion</p> <p>Three key challenging areas associated with conducting this project are discussed: sampling, participant recruitment, and sample retention; survey administration (with unregulated caregivers); and the provision of a stable set of study definitions to guide the project.</p

Complementarities between Barriers to Innovation: Data Evidence from Poland

This paper investigates the barriers to innovation perceived by Polish manufacturing firms. It refers to the heterogeneity of innovation active firms. We introduce a taxonomy of innovative firms based on the frequency with which they introduce commercialised innovations using data from both CIS4 (for 2002-2004) and CIS5 (2004-2006). Two groups of innovation-active firms are distinguished: those which introduced innovation in both periods covered by both CIS (which we call persistent innovators) and those which introduced innovation either in CIS4 or CIS5 (which we call occasional innovators). We use a four step analysis covering binary correlations, Principal Component Analysis, probit model and correlations of disturbances. Two types of explanatory variables describing firms' characteristics and innovation inputs used are considered. The paper shows that there are considerable differences in sensitivities to the perception of innovation barriers and in complementarities among barriers between persistent and occasional innovators. In the case of occasional innovators, a kind of innovation barrier chain is observed. This has an impact on differences in the frequency of innovation activities between the two groups of innovators and results in a diversification of innovators

Product development benchmarking versus customer focus in applications of quality function deployment

The study explores the tradeoff between efforts to benchmark on product-development practices and be customer focused in the implementation of a quality-improvement method. The results of a survey of thirty-three firms' experience with quality function deployment (QFD) reveal that benchmarking on how competitors, peers, or role models develop products facilitates process improvement but hinders customer focus. Smaller firms are also shown to gain more customer focus and process-improvement benefits from QFD than larger firms.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/47150/1/11002_2004_Article_BF00994101.pd