摘要
为了提高产品开发绩效,管理新产品开发过程中的团队学习是一项必须进行的活动。现有研究基本是围绕单个团队或双元关系展开,本文以三个数字产品团队为例开展多案例研究,通过半结构化访谈采集研究数据,采用系统整合的溯因逻辑进行数据分析,实证探索产品团队如何在新产品开发过程中管理直接关系和间接关系中的团队间学习。研究结果表明,新产品开发网络中团队间的学习是一个迭代的、不断演化的过程,构成了开放式的学习循环,涵盖了四种学习模式,分别是联合型、情境型、选择型、协同型。因此,管理者应该在新产品开发项目中灵活应用不同学习模式,充分利用以往的新产品开发项目经验,有效地进行跨项目团队管理,慎重选择网络伙伴并重视正式合同保护。
To improve product development performance,managing team learning during new product development is an essential activity.The existing research mainly focuses on single team or binary relationship.Based on research data through semi-structured interviews and using the abductive logic of system combining,this paper takes three digital product teams as an example to carry out multiple case studies to empirically explore how product teams manage inter-team learning in direct and indirect relationships during new product development.The research results show that the team learning in the new product development network is an iterative and evolving process,which constitutes an open learning cycle and covers four learning modes,namely associative,situational,selective and collaborative modes.Therefore,managers should flexibly apply different learning models in the new product development projects;make full use of the old experience in the new product development projects,effectively conduct cross-project team management,carefully select network partners and attach importance to formal contract protection.
出处
《企业经济》
北大核心
2024年第2期30-42,共13页
Enterprise Economy
基金
国家自然科学基金青年项目“新员工适应与创新行为如何协同共生?双元领导干预过程及有效性研究”(项目编号:72002154)
上海市青年科技英才扬帆计划项目“数字产品团队的学习研究”(项目编号:21YF1431100)。
关键词
团队学习
新产品开发
开放式学习循环
学习模式
多案例研究
team learning
new product development
open learning cycle
learning model
multiple case studies
