Differential effects of the primary forms of cross functional integration on product development cycle time

By J. Sherman, W. Souder, Svenn Are Jenssen. 2000

210 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Mechanical Engineering, Safety, Risk, Reliability and Quality

View Paper: https://www.semanticscholar.org/paper/4bf31c6fdf30c8f5e303c8e0934cdee78540cc74

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In Management of Technology and Innovation

1. Aron O'Cass
2. Sakun Boon-itt
3. Chee Yew Wong
4. Holger Schiele
5. Michael Beyerlein
6. P. Sok

Citations in the corpus

• Cross-Functional Integration as a Knowledge Transformation Mechanism: Implications for New Product Development (2010, background): “Medical devices na Sherman, Souder, and Jenssen (2000) Marketing-R&D integration leads to the reduction of new product development cycle time.”
• The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, background): “Furthermore, customers can cooperate with firms in an effort to understand customer needs by playing the role as lead users, or acting as beta sites before the larger customer base decides to adopt (Afuah, 2000), thereby reducing development cycle time (Sherman et al., 2000).”
• Supplier integration—Finding an optimal configuration (2006, background): “A growing body of research has reported positive associations between firm level measures of integration and organizational performance (Kulp et al., 2004; Sherman et al., 2000; Lambert and Cooper, 2000; Bernard, 1996).”
• Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “In cross-functional integrated organizations, there is usually extensive cooperation and communication between departments (Rosenzweig et al., 2003; Sherman et al., 2000).”
• Levels of strategic purchasing: Impact on supply integration and performance (2006, background): “Over the past several years, cross-functional teams have been identified as critical contributors to the success of efforts like supplier selection, product design, just-in-time manufacturing, cost reduction, total quality initiatives, and most of all, improved communication (Burt, 1989; Sherman et ”
• The combined effects of internal and external supply chain integration on product innovation (2013, background): “Thus, firms putting an emphasis on one integration activity also need to consider the development of other integration activities (Sherman et al., 2000).”