Enhancing Communication Practices in Virtual New Product Development Projects

Päivi Lohikoski, Jaakko Kujala, Janne Härkönen, Harri Haapasalo and Matti Muhos
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Päivi Lohikoski: Faculty of Technology, University of Oulu, Oulu, Finland
Jaakko Kujala: Faculty of Technology, University of Oulu, Oulu, Finland
Janne Härkönen: Faculty of Technology, University of Oulu, Oulu, Finland
Harri Haapasalo: Faculty of Technology, University of Oulu, Oulu, Finland
Matti Muhos: Micro-Entrepreneurship Research Group, University of Oulu, Oulu, Finland

International Journal of Innovation in the Digital Economy (IJIDE), 2015, vol. 6, issue 4, 16-36

Abstract: Virtual new product development (NPD) teams integrated via information and communication technology (ICT), can offer effective solutions to higher quality, service, customer responsiveness and individualized productization. Experts in NPD teams usually collaborate across the globe and across time zones by e-mail, tele- and web-conferencing, as well as other ICT, sometimes with inadequate language skills and with various ways of communicating and sharing information. Therefore, finding a shared understanding, relevant information, common language, and personal contacts across different sites may be challenging. The aim of this research was to study how communication practices are organized in virtual NPD. In addition to this, the scope was to study what kinds of competences are needed to enhance the efficiency of virtual communication in cross-cultural NPD. The authors conducted a multi-method case study of a global telecommunication company. The main findings were that members in virtual projects have different kinds of communication practices based on personal competences, habits, and preferences rather than company-level recommendations. The main contribution of this study is that virtual collaboration competences on a personal and organizational level play a significant role in enhancing efficiency in communication and when designing and utilizing communication practices. The authors' results may be used to support managerial decisions concerning practices of organizing global teams and when coordinating communication practices in complex global projects.

Date: 2015
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