Lean product development in a cross-national setting (Analisi delle iniziative di Lean Sviluppo Prodotto in un contesto internazionale)

This doctoral thesis is based on a wide analysis of the recent “Lean Management” (LM) literature. Following a Systematic Literature Review (SLR), as suggested by Tranfield et al. (2003), 240 articles published from January 2003 to December 2015 in 25 academic high-quality journals have been identified, examined and classified. The aims of the SLR are: (1) to analyze the state-of-the-art regarding recent “lean” research according to several dimensions, for example: theoretical perspectives, Country of the research, sector of the research, content explored, etc. in order to identify the gaps; (2) to classify the lean articles in three groups (i.e., nascent, intermediate, mature) based on the research-life-cycle and the variables of the model proposed by Edomondson and McManus (2007) and (3) to provide specific suggestions for future research in this field. Among the gaps identified, this doctoral thesis focuses on two of them due to their relevance in the current economic context, i.e.: (1) the need to conduct research on LM applied to product development process (Lean Product Development, LPD) and (2) the need to conduct multi-Country studies. From these, two research questions are formulated: (RQ1) How can theoretical LPD principles and practices be applied in multinational companies? (RQ2) How (and why) can different types of LPD initiatives affect the interactions in the PD process between R&D (Research & Development) units located in different Countries? Two steps are performed in order to answer the first Research Question. First, a theoretical analysis regarding LPD literature has been performed, in order to understand and clarify the definition of this concept and its key elements. Second, a single in-depth case study is presented with the aim to provide a practical and new implementation and re-interpretation of the LPD constructs found in literature. The second Research Question is faced with a multiple-case studies methodology. Four case studies are explored. Each case study is composed by two R&D units: one located in Europe (Italy or Germany) and another one in China. The qualitative data collected are analyzed and operationalized in variables, such as: interaction between the R&D units in terms of type and nature of the object of interaction and the type of LPD initiatives - oriented to process, people or tools - according to the LPD framework proposed by Liker and Morgan (2006). After an analysis of each case (within-case analysis), the values assigned of the variables for each case are compared among them (cross-case analysis) in order to find interesting relationship. Following the theory-building purpose, the results are presented in the form of propositions and theoretical model and reveal that the LPD initiatives implemented in the R&D units located in different Countries are aligned with the management of the dyad and are consistent with the complexity of the products developed. Moreover, the two R&D units are more predisposed to interact in a specific way among three different types, called: methodological transfer, technical cooperation or conceptual collaboration.La presente Tesi di dottorato si sviluppa a partire da una estesa analisi della recente letteratura nell’area del “Lean Management” (LM). Seguendo la metodologia di “Systematic Literature Review” (Analisi della Letteratura Sistematica) - come proposta da Tranfield et al. (2003) - sono stati individuati, esaminati e classificati 240 articoli accademici pubblicati da Gennaio 2003 a Dicembre 2015 in 25 riviste di riconosciuto alto livello qualitativo. Tale analisi ha permesso di: (1) analizzare lo stato dell’arte della recente ricerca sul tema “lean” secondo diverse dimensioni, tra le quali: teorie utilizzate, Paese della ricerca, settore investigato, contenuti esplorati, etc. e individuare i “gap”; (2) classificare gli articoli “lean” analizzati in tre classi (maturi, intermedi e nascenti) secondo il ciclo di vita della ricerca (Edmondson e Mcmanus 2007) e infine (3) fornire specifiche direzioni di ricerca futura in tale area. Tra i numerosi “gap” riscontrati, la presente Tesi si focalizza su due di essi per la loro rilevanza nel contesto attuale, ossia: la necessità di condurre studi sul “lean” applicato al processo di sviluppo prodotto (“Lean Product Development”, LPD) e l’urgenza di eseguire ricerche “lean” coinvolgendo diversi Paesi. Da questi, è stato possibile formulare le due domande di ricerca conduttrici della presente Tesi: (1) Come possono essere implementati e ri-adattati nelle aziende multinazionali i principi e le pratiche del LPD presenti in letteratura? (2) Come (e perché) le iniziative di LPD si inseriscono in un processo di sviluppo prodotto in un contesto internazionale? Per rispondere alla prima domanda di ricerca si è innanzitutto svolto un approfondimento teorico sul concetto di LPD per comprendere e chiarire cosa si intende con tale termine, in cosa consiste e da quali elementi è costituito. Successivamente è stato presentato nel dettaglio un caso studio, al fine di esaminare una reale e originale applicazione e interpretazione degli elementi di LPD riscontrati nella letteratura di riferimento. La seconda domanda di ricerca è stata affrontata invece attraverso quattro casi studio, ciascuno costituito da due unità di Ricerca & Sviluppo (“Research & Development”, R&D) localizzate, rispettivamente, in Europa (Italia o Germania) e in Cina. Dall’analisi dei dati qualitativi raccolti, è stato possibile identificare e operazionalizzare diverse variabili (ad esempio: interazioni tra le unità R&D in termini di tipo e natura dell’oggetto dell’interazione, iniziative di LPD orientate al processo, alle persone e agli strumenti secondo il modello di Liker e Morgan (2006)). Dopo la presentazione di ciascun caso studio (“within-case analysis”), questi sono stati confrontati (“cross-case analysis”) al fine di trovare interessanti relazioni tra le i valori delle variabili identificate. I risultati, presentati in forma di proposizioni teoriche e di modello concettuale (in linea con l’obiettivo di costruire nuova teoria, “Theory Building”), evidenziano che le iniziative di LPD implementate in due unità R&D localizzate in differenti Paesi sono allineate con la gestione della diade (autonoma o integrata), sono coerenti con la complessità dei prodotti sviluppati e implicano le due realtà a interagire in uno specifico modo in termini di tipo e natura dell’oggetto dell’interazione (trasferimento metodologico, collaborazione tecnica o collaborazione concettuale)

Lean product development in a cross-national setting (Analisi delle iniziative di Lean Sviluppo Prodotto in un contesto internazionale)

This doctoral thesis is based on a wide analysis of the recent “Lean Management” (LM) literature. Following a Systematic Literature Review (SLR), as suggested by Tranfield et al. (2003), 240 articles published from January 2003 to December 2015 in 25 academic high-quality journals have been identified, examined and classified. The aims of the SLR are: (1) to analyze the state-of-the-art regarding recent “lean” research according to several dimensions, for example: theoretical perspectives, Country of the research, sector of the research, content explored, etc. in order to identify the gaps; (2) to classify the lean articles in three groups (i.e., nascent, intermediate, mature) based on the research-life-cycle and the variables of the model proposed by Edomondson and McManus (2007) and (3) to provide specific suggestions for future research in this field. Among the gaps identified, this doctoral thesis focuses on two of them due to their relevance in the current economic context, i.e.: (1) the need to conduct research on LM applied to product development process (Lean Product Development, LPD) and (2) the need to conduct multi-Country studies. From these, two research questions are formulated: (RQ1) How can theoretical LPD principles and practices be applied in multinational companies? (RQ2) How (and why) can different types of LPD initiatives affect the interactions in the PD process between R&D (Research & Development) units located in different Countries? Two steps are performed in order to answer the first Research Question. First, a theoretical analysis regarding LPD literature has been performed, in order to understand and clarify the definition of this concept and its key elements. Second, a single in-depth case study is presented with the aim to provide a practical and new implementation and re-interpretation of the LPD constructs found in literature. The second Research Question is faced with a multiple-case studies methodology. Four case studies are explored. Each case study is composed by two R&D units: one located in Europe (Italy or Germany) and another one in China. The qualitative data collected are analyzed and operationalized in variables, such as: interaction between the R&D units in terms of type and nature of the object of interaction and the type of LPD initiatives - oriented to process, people or tools - according to the LPD framework proposed by Liker and Morgan (2006). After an analysis of each case (within-case analysis), the values assigned of the variables for each case are compared among them (cross-case analysis) in order to find interesting relationship. Following the theory-building purpose, the results are presented in the form of propositions and theoretical model and reveal that the LPD initiatives implemented in the R&D units located in different Countries are aligned with the management of the dyad and are consistent with the complexity of the products developed. Moreover, the two R&D units are more predisposed to interact in a specific way among three different types, called: methodological transfer, technical cooperation or conceptual collaboration

Exploring interactions between worldwide R&D units: influence of lean initiatives

This study aims to explore the impact of Lean Product Development (LPD) initiatives on interactions between R&D units localized in different Countries. To this aim, we conduct a comparative case study on three automotive companies with R&D units in Europe and China. Findings reveal that different types of LPD initiatives \u2013 we classified as process-, tools-, and people-oriented - trigger different human behaviors and, as a consequence, different kinds of inter-organizational interactions, we labeled as methodological transfer, technical collaboration and conceptual collaboration