Task partitioning in new product development teams: A knowledge and learning perspective

Stephen Chen

doi:10.1016/j.jengtecman.2005.09.003

Task partitioning in new product development teams: A knowledge and learning perspective

Stephen Chen^*

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

40 Citations (Scopus)

Abstract

R&D alliances and outsourcing elements of the new product development process are now commonplace practices among many firms. However, little previous work has examined how these organizational choices influence project knowledge and learning. Based on a comparison of three new product development projects in the software industry, this paper examines how task partitioning in the project influences learning and knowledge development within the firm. The paper suggests that internal development projects encourage synthetic learning and development of architectural and tacit knowledge; in contrast, outsourcing and joint ventures encourage analytic learning and development of component and explicit knowledge.

Original language	English
Pages (from-to)	291-314
Number of pages	24
Journal	Journal of Engineering and Technology Management - JET-M
Volume	22
Issue number	4
DOIs	https://doi.org/10.1016/j.jengtecman.2005.09.003
Publication status	Published - Dec 2005

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10.1016/j.jengtecman.2005.09.003

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KW - Synthesis

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Task partitioning in new product development teams: A knowledge and learning perspective

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