ارائه الگویی جهت بهبود عملکرد فرایند خلق مشترک محصولات جدید در سازمان
محورهای موضوعی :
مدیریت صنعتی
PARIA ABDI BARAFTABI
1
,
MOHAMAD REZA ZAHEDY
2
,
vahid kiani
3
,
MORTEZA ABBASI
4
1 - industrial engineering(Systems and efficiency)،Technology management Soft،Industrial malek ashtar،tehran،iran
2 - Faculty of Soft Technology and Management, Malek Ashtar Industrial University, Tehran, Iran
3 - Expert in Statistics.Complex of Basic Science,razi,kermanshah,iran
4 - 1Assistant Professor of Industrial engineering, Complex of Management and soft Technologies, Malek Ashtar University of Technology ،Tehran، iran
تاریخ دریافت : 1396/11/06
تاریخ پذیرش : 1397/07/28
تاریخ انتشار : 1398/08/01
کلید واژه:
مشارکت تامین کننده,
توسعه محصول جدید,
فرایند خلق مشترک,
تجزیه و تحلیل شبکه‌ای,
چکیده مقاله :
ﭘﯿﺸﺮﻓﺖ ﺳﺮﯾﻊ ﻓﻨﺎوری ﺳﺎزﻣﺎنﻫﺎ را به گسترش فعالیت‌های NPD خود در سراسر مرزهای سازمانی تشویق کرده است. روش خلق مشترک به‌عنوان یکی از رویکردهای موفق در توسعه‌ی مزایای رقابتی، به‌کار گرفته شده است. تامینکنندگان و برخی سازمانهای پیشروی بین‌المللی در حال گسترش فعالیت‌های خود به سمت یکدیگر بوده و مطابق با ادبیات، خلق ارزش برای دو طرف به صورت مشترک انجام می‌پذیرد. خلق مشترک به معنای مشارکت فعال تامین کننده یکی از محوری‌ترین اصول این دیدگاه نوظهور می‌باشد. در راﺳﺘﺎی اﯾﻦ ﻫﺪف، ﻣﺪﯾﺮﯾﺖ، ﻧﯿﺎزﻣﻨﺪ روﯾﮑﺮد ﺳﺎﺧﺘﺎری اﺳﺖ ﮐﻪ در آن عواملی که بر عملکرد فرایند خلق مشترک تاثیرگذارند را در ﻧﻈﺮ ﺑﮕﯿﺮد. پرسش اساسی اینجاست که این عوامل از چه میزان اهمیتی برخوردار هستند. برخلاف تحقیقات پیشین این مقاله، علاوه بر نگاهی جامع بر عوامل موثر بر عملکرد این فرایند میزان ارزش نسبی هر یک از عوامل با در نظر گرفتن تاثیرات متنقابل آنها ، مورد بررسی قر ار گرفته است. این بررسی از طریق پیمایش دریک سازمان صنعتی با استفاده از روش دلفی جهت شناسایی و بومی سازی عوامل و مدل تحلیل شبکه در تعیین وزن هر یک از عوامل صورت گرفته است. روایی پرسشنامه از طریق نظر خبرگان و پایایی آن با ضریب توافق کندال0.59 و نرخ ناسازگاری تایید شده است. جامعه آماری این پژوهش خبرگان سازمان صنعتی بوده است. نتایج حاکی از آن است که عوامل"تحقیق و توسعه"، "تولید"، "نیروهای پیشران مرتبط با تامین کننده" و "مدیریت پایان عمر" دارای اولویت بالاتری هستند. لذا توجه به این عوامل می‌تواند سرمنشا تحول در دیدگاه مدیران ارشد قرار گیرد.
چکیده انگلیسی:
The rapid advancement of technology in the present competitive environment has encouraged many organizations to expand their NPD activities across organizational boundaries. In recent years, the joint creation method has been used as one of the most successful and effective approaches to the development of competitive advantages, especially in large organizations. Suppliers and some of the leading international organizations are expanding their activities towards each other and in accordance with the literature of creation and value extraction for both sides jointly and simultaneously. Joint creation means the active participation of the supplier in some activities of the organization, one of the most fundamental principles of this emerging view.Contrary to previous research in this paper, in addition to a integrated look at the factors affecting the performance of the process of joint creation with suppliers, the relative value of each factor, taking into account their impact on each other, has been examined.for this purpose, firstly, main factors effecting of joint invention performance are identified. Then these factors classified and organized in a decision model. Because of hierarchical and mutual affects between the factors, analytical network process (ANP) model is proposed. Using the model, ranking of the factors achieved. The Delphi technique is used to identify the most important performance metrics and the ANP has been used to assess the priority of the criteria. The results show that R & D, production, supplier-related propulsion forces and end-of-life management have the most importance and poor status, and Provided some ways to improve them.
منابع و مأخذ:
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Birou, L. M. and S. E. Fawcett. (1994). Supplier involvement in integrated product development: a comparison of US and European practices. International Journal of Physical Distribution & Logistics Management, 24(5): 4-14.
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Greer, C. R., & Lei, D. (2012). Collaborative innovation with customers: A review of the literature and suggestions for future research. International Journal of Management Reviews, 14(1): 63-84.
Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of management journal, 38(1): 85-112.
Habibi, Arash. (2011). Principles of Multi-Criteria Decision Techniques. Quarterly journal of Pars.
Hoyer, W. D., Chandy, R., Dorotic, M., Krafft, M., & Singh, S. S. (2010). Consumer cocreation in new product development. Journal of service research, 13(3), 283-296.
Huo, B., Han, Z., Zhao, X., Zhou, H., Wood, C. H., & Zhai, X. (2013). The impact of institutional pressures on supplier integration and financial performance: Evidence from China. International Journal of Production Economics, 146(1), 82-94.
Iluz, M., & Shtub, A. (2015). Simulation Based Planning of the Fuzzy Front End Stage of a Project. Procedia CIRP, 36, 106-110.
Johnson, J. L. (1999). Strategic integration in industrial distribution channels: managing the interfirm relationship as a strategic asset. Journal of the Academy of marketing Science, 27(1): 4-18.
Kamath, R. R. (1994). A second look at Japanese product development. Harvard Business Review: 154.
LaBahn, D. W. and R. Krapfel (2000). Early supplier involvement in customer new product development: a contingency model of component supplier intentions. Journal of Business Research, 47(3): 173-190.
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Nishiguchi, T. (1994). Strategic industrial sourcing: The Japanese advantage, Oxford University Press on Demand.
Ojanen, V. and J. Hallikas (2009). Inter-organisational routines and transformation of customer relationships in collaborative innovation. International Journal of Technology Management, 45(3-4): 306-322.
Parrod, N., Thierry, C., Fargier, H., Cavaille, J. (2007). Cooperative subcontracting relationship within a project supply chain: A simulation approach. Simulation Modelling Practice and Theory, 15, 137–152.
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Prahalad, C. K. and V. Ramaswamy (2004). Co-creation experiences: The next practice in value creation. Journal of interactive marketing, 18(3): 5-14.
Pretorius, H. (2009). Ceding control to consumers as co-researchers, SAMRA Conference.
Ragatz, G. L., R. B. Handfield and T. V. Scannell (1997). Success factors for integrating suppliers into new product development. Journal of product innovation management, 14(3): 190-202.
Raia, E. (1992). Design 1990: quality alone isn''t enough. Purchasing, 108(2): 46-51.
Raia, E. (1993). Gaining the competitive edge through supplier design and technology. Purchasing, 115(8): 9-13.
Ramaswamy, V. (2009). Leading the transformation to co-creation of value. Strategy & Leadership,37(2): 32-37.
Ring, P. S. and Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of management review, 19(1): 90-118.
Schoeman, J. and Finsterwalder, J. (2009). Co-Creation in Business Networks: Increasing Service Providers’ Competitive Advantage. Conference Proceedings. Online. Sustainable Management and Marketing, Melbourne.
Somerville, J.A., (2008). Effective use of the Delphi process in research: Its characteristics, strengths and limitations. Doctoral dissertation. Oregon State University, Corvallis, OR.
Tuli, P., & Shankar, R. (2015). Collaborative and lean new product development approach: a case study in the automotive product design. International Journal of Production Research, 53(8), 2457-2471.
Wagner, S. M. and M. Hoegl (2006). Involving suppliers in product development: Insights from R&D directors and project managers. Industrial marketing management, 35(8): 936-943.
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2): 171-180.
Wynstra, F., A. Van Weele and M. Weggemann (2001). Managing supplier involvement in product development: Three critical issues. European Management Journal, 19(2): 157-167.
Zaidi, M. F. A., & Othman, S. N. (2015). Organisational capabilities, environmental turbulence, and NPD performance: a study on Malaysian manufacturing firms. Procedia-Social and Behavioral Sciences, 172, 86-293.
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Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1): 99-120.
Birou, L. M. and S. E. Fawcett. (1994). Supplier involvement in integrated product development: a comparison of US and European practices. International Journal of Physical Distribution & Logistics Management, 24(5): 4-14.
Clark, K. B. (1989). Project scope and project performance: the effect of parts strategy and supplier involvement on product development. Management science, 35(10): 1247-1263.
Clark, K. B. (2003). Project Scope and Project Performance. Operations Management: Critical Perspectives on Business and Management, 3(10): 446.
Dröge, C., J. Jayaram and S. K. Vickery. (2000). The ability to minimize the timing of new product development and introduction: an examination of antecedent factors in the North American automobile supplier industry. Journal of Product Innovation Management, 17(1): 24-40.
Dyer, J. H. and H. Singh. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4): 660-679.
Enz, M. G. (2009). Co-creation of value: Managing cross-functional interactions in buyer-supplier relationships, The Ohio State University.
Eisenhardt, K. M. and B. N. Tabrizi (1995). Accelerating adaptive processes: Product innovation in the global computer industry. Administrative science quarterly: 84-110.
Etgar, M. (2008). A descriptive model of the consumer co-production process. Journal of the academy of marketing science, 36(1): 97-108.
Greer, C. R., & Lei, D. (2012). Collaborative innovation with customers: A review of the literature and suggestions for future research. International Journal of Management Reviews, 14(1): 63-84.
Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of management journal, 38(1): 85-112.
Habibi, Arash. (2011). Principles of Multi-Criteria Decision Techniques. Quarterly journal of Pars.
Hoyer, W. D., Chandy, R., Dorotic, M., Krafft, M., & Singh, S. S. (2010). Consumer cocreation in new product development. Journal of service research, 13(3), 283-296.
Huo, B., Han, Z., Zhao, X., Zhou, H., Wood, C. H., & Zhai, X. (2013). The impact of institutional pressures on supplier integration and financial performance: Evidence from China. International Journal of Production Economics, 146(1), 82-94.
Iluz, M., & Shtub, A. (2015). Simulation Based Planning of the Fuzzy Front End Stage of a Project. Procedia CIRP, 36, 106-110.
Johnson, J. L. (1999). Strategic integration in industrial distribution channels: managing the interfirm relationship as a strategic asset. Journal of the Academy of marketing Science, 27(1): 4-18.
Kamath, R. R. (1994). A second look at Japanese product development. Harvard Business Review: 154.
LaBahn, D. W. and R. Krapfel (2000). Early supplier involvement in customer new product development: a contingency model of component supplier intentions. Journal of Business Research, 47(3): 173-190.
Lau, E)2014). Empirical test of a new product evolutionary cycle.journal of Product & Brand Management, 23(1):43-54.
Lewis, J. D. and A. Weigert (1985). Trust as a social reality. Social forces, 63(4): 967-985
Lambert, D. M. (2008). Supply chain management: processes, partnerships, performance, Supply Chain Management Inst.
Mabert, V. A., J. F. Muth and R. W. Schmenner (1992). Collapsing new product development times: six case studies. Journal of Product Innovation Management, 9(3): 200-212.
McAllister, D. J. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of management Journal, 38(1).
McCormick, T. J. (2010). A success-oriented framework to enable co-created e-services, The George Washington University.
M. Kagioglou, R. Cooper, G. A. (2001). Performance management in construction: a conceptual framework. Construct. Manage. Econ. 19 (1): 85–95
Monczka, R. and R. Trent. (1997). Purchasing and sourcing: trends and implications. Greenwich, C: Center for advanced Purchasing Studies (CAPS).
Mohamed, S. (1996). Options for applying BPR in the Australian construction industry. International Journal of Project Management, 14(6):379–385.
Mohsen, Ayub, Samad and Sina. (2001). Finding causal relationships and ranking the critical factors of success and failure of information systems implementation projects by combining methods ANP and DEMATEL”.
Morgan, J. M. and J. K. Liker. (2006). The Toyota product development system, New York: Productivity Press.
Müller-Stewens, B. and K. Möller. (2017). Performance in new product development: a comprehensive framework, current trends, and research directions. Journal of Management Control, 28(2): 157-201.
Nishiguchi, T. (1994). Strategic industrial sourcing: The Japanese advantage, Oxford University Press on Demand.
Ojanen, V. and J. Hallikas (2009). Inter-organisational routines and transformation of customer relationships in collaborative innovation. International Journal of Technology Management, 45(3-4): 306-322.
Parrod, N., Thierry, C., Fargier, H., Cavaille, J. (2007). Cooperative subcontracting relationship within a project supply chain: A simulation approach. Simulation Modelling Practice and Theory, 15, 137–152.
Porter, M. E. (2008). Competitive advantage: Creating and sustaining superior performance, Simon and Schuster.
Prahalad, C. K. and V. Ramaswamy (2004). Co-creation experiences: The next practice in value creation. Journal of interactive marketing, 18(3): 5-14.
Pretorius, H. (2009). Ceding control to consumers as co-researchers, SAMRA Conference.
Ragatz, G. L., R. B. Handfield and T. V. Scannell (1997). Success factors for integrating suppliers into new product development. Journal of product innovation management, 14(3): 190-202.
Raia, E. (1992). Design 1990: quality alone isn''t enough. Purchasing, 108(2): 46-51.
Raia, E. (1993). Gaining the competitive edge through supplier design and technology. Purchasing, 115(8): 9-13.
Ramaswamy, V. (2009). Leading the transformation to co-creation of value. Strategy & Leadership,37(2): 32-37.
Ring, P. S. and Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of management review, 19(1): 90-118.
Schoeman, J. and Finsterwalder, J. (2009). Co-Creation in Business Networks: Increasing Service Providers’ Competitive Advantage. Conference Proceedings. Online. Sustainable Management and Marketing, Melbourne.
Somerville, J.A., (2008). Effective use of the Delphi process in research: Its characteristics, strengths and limitations. Doctoral dissertation. Oregon State University, Corvallis, OR.
Tuli, P., & Shankar, R. (2015). Collaborative and lean new product development approach: a case study in the automotive product design. International Journal of Production Research, 53(8), 2457-2471.
Wagner, S. M. and M. Hoegl (2006). Involving suppliers in product development: Insights from R&D directors and project managers. Industrial marketing management, 35(8): 936-943.
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2): 171-180.
Wynstra, F., A. Van Weele and M. Weggemann (2001). Managing supplier involvement in product development: Three critical issues. European Management Journal, 19(2): 157-167.
Zaidi, M. F. A., & Othman, S. N. (2015). Organisational capabilities, environmental turbulence, and NPD performance: a study on Malaysian manufacturing firms. Procedia-Social and Behavioral Sciences, 172, 86-293.
