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Researchers have not been able to consistently find empirical support for this apparently ‘simple’ relation. The objective of this study is to illustrate the theoretical and empirical complexity of this relation and explain why the use of different measures can lead to dramatically different results. In this study, we analyse the technological capability–performance relation in 201 large US public manufacturing companies. A variety of patent statistics and a measure of research & development (R&D) intensity are used as indicators for technological capability. The following six measures of performance are used as dependent variables: return on assets, return on equity, return on sales, market value, market value added, and economic value added. The results vary substantially, depending on which measures are used for the independent and dependent variables. A detailed understanding of precisely what each measure represents and the shortcomings of each measure is needed to explain why these differences exist. 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design and engineering tasks in product development is increasingly popular. However, firms that outsource design and engineering tasks often experience problems. So far, no satisfactory answer exists regarding the question to what extent design and engineering tasks can be outsourced before negative consequences occur. We address this gap. This paper identifies the limits of design and engineering outsourcing in product development, and the sources of these limits. To do so, it investigates the organizational challenges that a major European automotive manufacturer faced when it decided to adopt an extreme form of design and engineering outsourcing. Based on an in‐depth case study, we identify the sources of problems with outsourcing design and engineering tasks in product development, and shed light on the limits of design and engineering outsourcing in product development.\u003C\u002Fjats:p>",{"EN":974},"The limits of design and engineering outsourcing: performance integration and the unfulfilled promises of modularity",{"VOID":976},"10.1111\u002Fj.1467-9310.2010.00629.x","2024-12-21T19:08:18.425+00:00",[164],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.1467-9310.2010.00629.x",[981,1002],{"id":982,"sortIndex":25,"researcher":24,"roles":983,"affiliations":984,"properties":995},"4ec00461-7444-4967-a4e5-3f4ed57e8844",[],[985],{"id":986,"sortIndex":25,"affiliation":987,"properties":24},"1ce66025-b773-4fcf-b4ff-03dcb9588f47",{"id":988,"createTime":989,"updateTime":989,"relativeEntities":990,"slug":991,"properties":992,"entityType":69,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},"6525826e-4b60-4237-8beb-143ebbb2dc6f","2024-12-21T19:08:18.552+00:00",[],"Department-of-Management-Universit%C3%A0-Ca-Foscari-Venezia-Fondamenta-San-Giobbe-873-Cannaregio-30121-Venezia-Italy-fzirpoli-unive-it",{"title":993},{"EN":994},"Department of Management, Università Ca' Foscari Venezia, Fondamenta San Giobbe, 873 Cannaregio, 30121 Venezia, Italy. fzirpoli@unive.it",{"openalex":996,"orcid":998,"title":1000},{"VOID":997},"A5078854430",{"VOID":999},"https:\u002F\u002Forcid.org\u002F0000-0002-7760-8490",{"EN":1001},"Francesco Zirpoli",{"id":1003,"sortIndex":128,"researcher":24,"roles":1004,"affiliations":1005,"properties":1016},"4245e6d6-1add-4fa7-893b-67a0f6af12b8",[],[1006],{"id":1007,"sortIndex":25,"affiliation":1008,"properties":24},"fb77e620-07d4-49a6-9d9d-9fd8f5382198",{"id":1009,"createTime":1010,"updateTime":1010,"relativeEntities":1011,"slug":1012,"properties":1013,"entityType":69,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},"d4cc49ae-1870-4b5f-9d73-11181e6aefd5","2024-12-21T19:08:18.572+00:00",[],"Strategic-Organization-Design-Unit-University-of-Southern-Denmark-Campusvej-55-DK-5230-Odense-M-Denmark-mab-sam-sdu-dk",{"title":1014},{"EN":1015},"Strategic Organization Design Unit, University of Southern Denmark, Campusvej 55, DK-5230 Odense M, Denmark. mab@sam.sdu.dk",{"openalex":1017,"orcid":1019,"title":1021},{"VOID":1018},"A5009990312",{"VOID":1020},"https:\u002F\u002Forcid.org\u002F0000-0003-3693-4684",{"EN":1022},"Markus C. 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Follis M.andWhitford J.(2002) Improving performance at the second tier of the automotive supply chain. 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Rusnak J.andBaldwin C.Y.(2008) Exploring the duality between product and organizational architectures: a test of the mirroring hypothesis. 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This paper evaluates the NS‐method's effectiveness by comparing the information generated by application to 146 projects in 1997 with the project achievements in 2000. The test results revealed that the NS‐method's evaluation scores were correlated to the performance indicators such as the gross profit and R&D productivity. 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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\u002Foutsider approach.\u003C\u002Fjats:p>",{"EN":1823},"Working with concepts in the fuzzy front end: exploring the context for innovation for different types of concepts at Volvo 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But innovation seeks to outperform dominant design, whereas project development targets well‐defined areas (costs, lead times, quality, etc.). This article provides an analysis of the extent to which innovation is compatible with recent managerial and technical methods (project and multi‐project management, co‐development, simulation tools and digital mock‐ups, etc.). The analysis is based on a recent development project conducted at Renault in which these various techniques were used in an attempt to achieve highly ambitious targets simultaneously in the areas of lead times, costs and innovation. During the course of the project, unexpected design problems revealed failures in co‐ordination, monitoring procedures and expertise. We argue that recent project development methods can induce negative effects on collective learning processes and that these effects have managerial implications for innovative developments.\u003C\u002Fjats:p>",{"EN":2085},"Innovation and project development: an impossible equation? 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