Virtually co‐located product design teams Sharing teaming experiences after the event?

Virtually co‐located product design teams Sharing teaming experiences after the event? The adoption of a team approach in new product design, particularly in recent years, has shaped the nature and context of design activities. Concepts of teaming and team building have been around for many decades and are seen as the means for enhancing organizational and individual performance. It is assumed that through teaming, that is, more social interactions, shared focus and physical proximity, the design process and its outcome will be improved. Virtual teaming, a relatively recent phenomenon, is becoming increasingly attractive to organizations due to developments in communication technologies. The implications of a remote distributed working environment, though, are not illustrated or experienced extensively. This paper explores the evolution of virtual co-location of product design teams within the context of concurrent engineering. It, thus, attempts to highlight paradoxes and dilemmas in setting up physically and virtually co-located teams. These issues are illustrated in case studies from ongoing pan-European projects that depict product design and development activities in certain manufacturing organizations. A survey of some manufacturing firms highlights these dilemmas as perceived by participating firms. The paper closes by examining the extent that teaming, as a performance enhancer, can be diffused to other activities than design, and thus the extent that experiences can be shared within the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Virtually co‐located product design teams Sharing teaming experiences after the event?

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570210427677
Publisher site
See Article on Publisher Site

Abstract

The adoption of a team approach in new product design, particularly in recent years, has shaped the nature and context of design activities. Concepts of teaming and team building have been around for many decades and are seen as the means for enhancing organizational and individual performance. It is assumed that through teaming, that is, more social interactions, shared focus and physical proximity, the design process and its outcome will be improved. Virtual teaming, a relatively recent phenomenon, is becoming increasingly attractive to organizations due to developments in communication technologies. The implications of a remote distributed working environment, though, are not illustrated or experienced extensively. This paper explores the evolution of virtual co-location of product design teams within the context of concurrent engineering. It, thus, attempts to highlight paradoxes and dilemmas in setting up physically and virtually co-located teams. These issues are illustrated in case studies from ongoing pan-European projects that depict product design and development activities in certain manufacturing organizations. A survey of some manufacturing firms highlights these dilemmas as perceived by participating firms. The paper closes by examining the extent that teaming, as a performance enhancer, can be diffused to other activities than design, and thus the extent that experiences can be shared within the organization.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Jun 1, 2002

Keywords: Product design; Simultaneous engineering

References

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