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Research Papers

Assembling Creative Teams in New Product Development Using Creative Team Familiarity

[+] Author and Article Information
Manuel E. Sosa

Associate Professor of Technology and Operations Management,
INSEAD,
1 Ayer Rajah Avenue,
Singapore 138676, Singapore
e-mail: manuel.sosa@insead.edu

Franck Marle

Associate Professor of Project Management,
Laboratoire Genie Industriel,
École Centrale Paris 92290, France
e-mail: franck.marle@ecp.fr

The answer to this question was relevant because the design exercise involved talking to “customers” in a French marketplace in Fontainebleau (for the 2010 class) and a fresh market in Singapore's Chinatown (for the 2011 class).

Formally, the following expression to estimate expected profits per team was used [42]: E[Profit per team] = MarketPotential × MarketShare × [0.70 × UnitRetailPrice − UnitCost]. The revenue side of this equation assumes that the team gets 70% of the retail price (set by the team) for each unit sold while 30% of the retail price goes to the retailer. To calculate the product's unit cost it is assumed that 1 g = 1 cent.

Using peers as judges to evaluate the novelty and appropriateness of creations is also common in the academic community when determining the material to be published in journals and conference proceedings.

Note that in most cases Ni equals team size. Otherwise, our variables also exclude the input from nonrespondents on the numerator so that the variables remain unbiased.

One of these development groups was further divided into two small subgroups, but for the purpose of our analysis we consider it as a single functional group.

Contributed by the Design Theory and Methodology Committee of ASME for publication in the JOURNAL OF MECHANICAL DESIGN. Manuscript received February 17, 2013; final manuscript received May 17, 2013; published online June 25, 2013. Assoc. Editor: Janet K. Allen.

J. Mech. Des 135(8), 081009 (Jun 25, 2013) (13 pages) Paper No: MD-13-1087; doi: 10.1115/1.4024763 History: Received February 17, 2013; Revised May 17, 2013

Creativity is strongly influenced by the way individuals are organized. One of the most difficult and important challenges when managing innovation is to identify the individuals within an organization who must work closely with each other to maximize the generation of creative ideas. This paper aims to inform managers of new product development (NPD) organizations about forming creative teams. To do so, we extend the notion of team familiarity (i.e., the extent to which team members have worked together before becoming members of a team) by considering the quality of past interactions. We define creative team familiarity as the degree to which team members have triggered the generation of creative ideas in one another during task-related interactions prior to joining the team. This paper argues that a high level of creative team familiarity (rather than simply a high level of team familiarity) is positively associated with a team's capability to produce innovative outcomes. We test this hypothesis in a unique empirical setting involving participants in an international executive MBA program. We also illustrate the implications of our findings by identifying members in a real NPD organization who would form a creative task force with maximum level of creative team familiarity.

FIGURES IN THIS ARTICLE
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Copyright © 2013 by ASME
Topics: Teams , Design
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Figures

Grahic Jump Location
Fig. 1

Key milestones in our empirical setting

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Fig. 2

Scatter plots of creative team familiarity and product concept design quality

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Fig. 3

Past interaction matrix of the firm studied

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Fig. 4

Creative interaction matrix of the firm studied

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Fig. 5

Teams of 11 actors: (a) proposed creative task force and (b) current quality assurance group

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Fig. 6

Clustered creative interaction matrix of the firm studied

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