TTMG 5001 Principles of Management for EngineersSection P

Session 2: Sep 17

Fall 2007

Michael Weisswww.carleton.ca/timwww.carleton.ca/tim/tim.pdf

Session 2 objectivesUpon completion of the session, you will know aboutobjective, deliverables, contributions and relevance of literature reviewsdifferences among the reviews of the product development literature important topics not being addressed in the literature reviews

and you will be able toaccess the online library, course files and other course toolsstart preparing a literature reviewgenerate lessons learned from reading the reviews of the product development literaturedistinguish good from poor literature reviews

AgendaAccess to TTMG 5001 files and course tools

Access article using online library

Questions aboutTwo TTMG 5001 assignmentsGate 0 for TIM project

Professors summary of assigned readings

Additions/modifications to professors summary

Lessons learned

1. To access TTMG 5001 files Go to http://carleton.caClick on MyCarletonEnter user name and passwordClick Academic ServicesClick: Click here to: in My Courses Access your course home pages, email your professors, communicate with classmates, and access course materialClick TTMG 5001P [38207] Mgmt Principles for Engineers (SEM)Click Files under Course Tools

Course toolsAnnouncementsNewsPhotosLinksFiles (recordings, course outline, slides)Message BoardCalendarEmailChatMembers

2. To access article using online libraryGo to http://catalogue.library.carleton.caEnter the name of the journal (e.g., Academy of Management Review) in the text box and select "Title" in the left column and "Web resource" in the right column, then click SearchEnter your patron bar code number and your PINSelect one of the hot links (e.g., Business Source Complete)Select the year of the journal (e.g., 1995)Select the volume of the journal (e.g., Volume 20 issue 2)Select "PDF Full text" under the name of the article you seek (e.g., select PDF Full text under PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS)Save or print PDF file

3. QuestionsTTMG 5001 AssignmentsLiterature reviewGate 0

Gate 0 for TIM ProjectExecutive summaryObjectiveWhat we knowWho cares and whyContribution I makeMethodData acquisitionData analysisConclusionsReferences

4. Summary What is a literature reviewHow to summarize the results of a literature review when making presentationsObjective, deliverables, contribution and relevanceComparisonLessons learnedTopics not in the literature reviewed

What is a literature review?Literature review is a summary and interpretation of research findings reported in the literatureA literature review presents the major ideas in the state of the art right up to, but not including, your own ideas You organize the literature review by idea, and not by author or by publication Each literature review uses a perspective to examine one or more domains

How to summarizeTable that shows:Literature streams reviewedKey highlights for each literature stream reviewedKey references

Lessons learned from the literature review that link to contributions you wish to make

References

Literature review

Lessons learned from literature reviewLack of research on: when releasing code as open source How companies create and appropriate value How companies create use value and realize exchange valueHow companies adjust business models to code release Risks of releasing code as open source

Added value method (Brandenburger & Stuart, 1996) can be used to assess firms ability to capture value from interactions with others

PARTS framework (Brandenburger & Nalebuff, 1996) can be used to assess if company can change a business game in its favor

ReferencesBonaccorsi, A. & Rossi, C. 2004. Comparing motivations of individual programmers and firms to take part in the open source movement. From community to business. http://opensource.mit.edu/papers/bnaccorsirossimotivationlong.pdfBonaccorsi, A. & Rossi, C. 2005. Licensing schemes in the production and distribution of open source software. An empirical investigation. http://opensource.mit.edu/papers/bnaccorsirossilicense.pdfBowman, C. & Ambrosini, V. 2000. Value creation versus value capture: Towards a coherent definition of value in strategy. British Journal of Management, 11: 1-15Brandenburger, A. M. & Nalebuff, B. J. 1996. Co-opetition. Bantam Doubleday Dell Publishing Group, IncBrandenburger, A. M. & Stuart, H. W. 1996. Value-based strategy. Journal of Economics & Management Strategy, 5: 5-24 Chesbrough, H. & Rosenbaum, R. S. 2002. The role of the business model in capturing value from innovation: evidence from Xerox Corporations technology spin-off companies. Industry and Corporate Change, 11(3): 529-555 Gabriel, R. P. & Goldman, R. 2005. Innovation happens elsewhere. Morgan Kaufmann Publishers Hecker, F. 1999. Setting up shop: The business of open-source software. IEEE Software , 16(1): 45-51 Henkel, J. 2003. Open source software from commercial firms Tools, complements, and collective invention. http://www.inno-tec.bwl.uni-muenchen.de/forschung/henkel/OSS_JHenkel_2003-05.pdf

References (continued)Lerner, J. & Tirole, J. 2002a. Some simple economics of open source. The Journal of Industrial Economics, 50: 197-234Lerner, J. & Tirole, J. 2002b. The Scope of Open Source Licensing. http://www.people.hbs.edu/jlerner/OSLicense.pdf Morris, M., Schindehutte, M. & Allen, J. 2005. The entrepreneurs business model: toward a unified perspective. Journal of Business Research, 58: 726-735Nissila, J. 2004. Towards a Better Understanding of Open Source Business Models. http://w3.msi.vxu.se/users/per/IRIS27/iris27-1202.pdf Raymond, E. S. 1999. The Cathedral and the bazaar: Musings on Linux and open source by an accidental revolutionary. Sebastopol: O'ReillySpiller, D. & Wichmann, T. 2002. Basics of open source software markets and business models. Free/Libre Open Source Software: Survey and Study. Berlin, Berlecon Research GmbHTimmers, P. 1998. Business Models for Electronic Markets. EMInternational Journal of Electronic Markets, 8(2): 3-8Valimaki, M. & Oksanen, V. 2002. Evaluation of open source licensing models for a company developing mass market software. The Proceedings of International Conference on Law and Technology, Cambridge, MA Wichmann, T. 2002. Firms Open Source activities: motivations and policy implications. Free/Libre and Open Source Software: Survey and Study, FLOSS Final Report, International Institute of Infonomics, Berlecom Research GmbH. http://www.berlecon.de/studien/downloads/200207FLOSS_Activities.pdf

Objective of three articles assignedObjective (i.e., purpose or goal) is to review the product development literature. Shane and Ulrich (2004) also review the technological innovation and entrepreneurship literatures.

Brown, S. L., & Eisenhardt, K. M. 1995. Product development: Past research, present findings and future directions. Academy of Management Review, 20(2): 343-378.

Krishnan, V., & Ulrich, K. 2001. Product development decisions: A review of the literature. Management Science, 47(1): 1-21.

Shane, S., & Ulrich, K.T. 2004. Technological innovation, product development and entrepreneurship in Management Science. Management Science, 50(2): 133-144.

Other literature reviewsBalachandra, R. and Friar, J.H. 1997. Factors for success in R&D projects and new product innovation: A contextual framework. IEEE Transactions on Engineering Management, 4(August): 276-288.Cusumano, M. A., & Nobeoka, K. 1992. Strategy, structure and performance in product development observations from the auto industry. Research Policy, 21(June): 265-293.Finger, S., & Dixon, 1989a. A review of research in mechanical engineering design, part I: Descriptive, prescriptive, and computer based models of design processes. Research in Engineering Design, 1(1): 51-68.Finger, S., & Dixon, 1989b. A review of research in mechanical engineering design, part II: Representations, analysis, and design for the life cycle. Research in Engineering Design,1(2): 121-137.Gerwin, D., & Barrowman, N. J. 2002. An evaluation of research on integrated product development. Management Science, 48(7): 938-953.Griffin, A., & Hauser, J. R. 1996. Integrating R&D and marketing: A review and analysis of the literature. Journal of Product Innovation Management, 13(3): 191-125.Shocker, A. D., & Srinivasan, V. 1979. Multiattribute approaches for product concept evaluation and generation: A critical review, Journal of Marketing Research, 16: 159-180. Whitney, D. E. 1990. Designing the design process. Research in Engineering Design, 2(2): 3-13.

Deliverables (i.e., what authors offer to do)

Contributions (i.e., what authors add to what is known already)

Relevant to researchers and students because

Relevant to development managers and teams, Board of Directors, and capital suppliers because:

Comparison

Comparison (continued)

Comparison (continued)

Lessons learned GeneralFocusing on engineering concerns only reduces the likelihood of being successful in product development

Three things change: what is meant by product development, the perspective used to examine the product development literature, and how much we know about product development

How products are developed differs across firms and within the same firm, however, what is important (roles and their attributes, environmental context, decisions made, themes considered) remains fairly consistent

Lessons learned PerspectivesThere are at least six perspectives on product development:Rational planCommunications webDisciplined decision makingActors and their attributesDecisions made during project and setting up project organizationEntrepreneurship and wealth creation

Lessons learned FormatEach journal has its own way to provide references in the body of the article and at the end of the article

How references are handled must be consistent throughout the article

Lessons learned Brown & Eisenhardt (1995)Factors that affect market effectiveness

Lessons learned Brown & Eisenhardt (1995)Factors that affect process efficiency

Lessons learned Krishnan & Ulrich (2001)

Lessons learned Krishnan & Ulrich (2001)Clustering of interdependent decisionsProductPortfolioArchitecturetarget valuesof attributeswhich opportunitiesto pursuecore productconceptphysical form andindustrial designassembly precedencerelationsconfiguration ofsupply chaindesired variantsof productsproductarchitecturewho designscomponentswho produces/assembles productsharing of assetsacross platformsvalues of keydesign parameters

Lessons learned Shane & Ulrich (2004)

Topics not in the literatureService developmentNetwork effects and standards- we need to worry about forward and backward compatibility as well as multi-vendor interoperability Effective use of outsourcing and open source in product developmentRole of capital in product developmentHow to develop products during periods of industry meltdownWhen to cancel projects and how to deal with its consequences (e.g., customer management, damage control)Mechanisms to coordinate the running of distributed operations 24x7Employee satisfactionOperations, administration and maintenance effectiveness