Working with concepts in the fuzzy front end: exploring the context for innovation for different types of concepts at Volvo Cars

R and D Management - Tập 37 Số 1 - Trang 17-28 - 2007
Maria Bäckman1, Sofia Börjesson1, Sten Setterberg1
1Department of Project Management & Fenix Research Center, Chalmers University of Technology, Chalmers Vasa 2, SE 412 96 Gothenburg, Sweden. [email protected]

Tóm tắt

Automotive firms are balancing the increasing needs for cost and time efficiency with the necessity of developing more innovative products to stand out on in a competitive market. The strive for efficiency has led to an increasingly structured development process with limited allowances for deviations. Previous academic work has pointed out the importance and embedded potential of the fuzzy front end, where new concepts still have the possibility to impact the new product development (NPD) process. However, most research has focused on the transfer of new technologies, while concepts based on e.g. customer or market knowledge have been more or less neglected. This paper discusses the need for alternative and contingent approaches in the front end of NPD to also consider the transfer of other types of concepts. More specifically, it addresses the need to distinguish between different types of concepts and to explore their different prerequisites in NPD. It is argued that customer‐ and market‐based concepts experience certain difficulties due to the history and power of technology in research and development (R&D) domains in the automotive context as well as a lack of support from the existing, formal processes. In this paper, we argue that all new concepts need to be conceptualized before being introduced to the NPD process, but that does not always suffice. Concepts other than technology concepts also need a contingent package to enable an evaluation in the context of the R&D process – they need to be contextualized. This paper draws on an in‐depth case study of Volvo Cars within a long‐lasting collaborative research setup. It is based on an interview study with key persons in the areas of concept work and NPD, and uses an insider/outsider approach.

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R and D Management

Tập 37 Số 1

17-28

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