Organizational Coordination for Project Interdependency in New Product Development

Kentaro Nobeoka
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Kentaro Nobeoka: Kobe University

Kobe Economic & Business Review, 1998, vol. 42, 97-115

Abstract: In many industries, the effective management of concurrent multiple projects that share components has become a critical issue. Firms need to coordinate engineers in different projects in order to leverage their design work and technical knowledge across more than one product. This study explores the influence of inter-project interdependencies on organizational coordination requirements. A questionnaire survey of 256 component engineers in the U.S. and Japanese automobile firms provides evidence that the organizational coordination required to manage component design - with and without inter-project interdependencies - differs significantly. For example, in projects with no dependencies on other projects, only cross-functional coordination has a significant influence on schedule and cost performance. But in projects with dependencies on other projects, both intra-functional coordination and cross-functional coordination have a strong impact on the performance of component design.

Keywords: Product development; Coordination; project interdependency; Differentiated matrix organization (search for similar items in EconPapers)
Date: 1998
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