Theory Confronted with Practice

Abstract

In this research, we have been looking at factors in companies’ strategies and goals, knowledge and skills, and organisational arrangements, that impact communication and collaboration processes between different functions involved in NPD. In Chapters 2 and 3, we presented current theory on these factors. In this chapter, the focus is on the new theoretical and practical insights of this research. To this end, the differences and similarities between the theory on Integrated Product Development (Chapters 2 and 3) and the case study findings (Chapter 8) are described and analysed. Special attention is paid to the relationships between the different integration mechanisms, as well as those between the NPD process characteristics (i.e. technological complexity and variety, project size and number of projects) and organisational characteristics (i.e. organisational size, mechanistic versus organic organisation) and the integration mechanisms. Then, the managerial implications of this research are presented by looking at four “ideal” configurations of Integrated Product Development, and by describing seven steps to its successful organisation. Finally, directions for further research are given.