Developing complex, business‐to‐business products: issues and implications

Sreedhar Madhavaram and Radha Appan

Management Research Review, 2010, vol. 33, issue 7, 715-733

Abstract: Purpose - The purpose of this paper is to identify issues that are critical to developing complex, business‐to‐business products and discuss implications for vendor firms. Design/methodology/approach - This paper employs the critical review approach to current complex product literature and draws from relevant literature streams in engineering, management, and marketing to propose a conceptual framework. Findings - The critical review of the complex products research reveals the following as critical issues for research and practice in the development of complex products: definition, internal and external complexity, product and process complexity, standardized to customized complex products continuum, component and process modularity, and operant resources. Research limitations/implications - This paper identifies six specific operant resources that are critical to the development of complex products and proposes a conceptual framework. Clearly, more needs to be done in terms of theoretical and empirical research with reference to the development of complex, business‐to‐business products. For example, researchers could empirically test the proposed framework; identify other relevant operant resources; and critique the proposed framework and develop a new, more comprehensive framework. Practical implications - Firms that develop complex products could focus on developing the six operant resources that can help them become competent in developing complex products; and developing organizational structures and policies and providing an organizational environment that is conducive to developing robust internal and external social capital. Originality/value - The proposed conceptual framework provides a theoretical foundation for practitioners and researchers to build on.

Keywords: Product development; Product management; Resources; Critical thinking; Business‐to‐business marketing (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:33:y:2010:i:7:p:715-733

DOI: 10.1108/01409171011055807

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