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Cited by 855Product Development and CustomizationQuality and Supply ManagementInnovation and Knowledge Management

Internal and external integration for product development: the contingency effects of uncertainty, equivocality, and platform strategy

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Koufteros, Xenophon, Vonderembse, Mark, Jayaram, Jayanth·2005·Decision Sciences
DOI 10.1111/j.1540-5915.2005.00067.x
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Abstract

Effective product development requires firms to unify internal and external participants. As companies attempt to create this integrated environment, two important questions emerge. Does a high level of internal integration lead to a higher level of external integration? In the context of product development, this study considers whether internal integration in the form of concurrent engineering practices affects the level of external integration as manifested by customer integration, supplier product integration, and supplier process integration. External integration, in turn, may influence competitive capabilities, namely product innovation performance and quality performance. Second, using contingency theory, do certain contextual variables moderate the linkages between integration strategy (external and internal) and performance? Specifically, this study considers whether uncertainty, equivocality, and platform development strategy change the relationships among internal integration, external integration, and competitive capabilities. Data collected from 244 manufacturing firms across several industries were used to test these research questions. The results indicate that both internal and external integration positively influence product innovation and quality and ultimately, profitability. With respect to contingency effects, the results indicate that equivocality moderates the relationships between integration and performance.

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  • The evolution of environmental practices in an external direction is only possible when companies possess the capacity to internally coordinate and integrate their processes.

    “In this area, the literature suggests that the evolution of environmental practices in an external direction is only possible when companies possess the capacity to internally coordinate and integrate their processes (Koufteros et al., 2005).”

    From The impact of big data analytics and artificial intelligence on green supply chain process integration and hospital environmental performance (2021) · cites this paper as Koufteros et al., 2005

    The Discussion reports that internal integration enables customer and supplier integration and says external integration probably would not occur without a facilitating internal system. The study concerns product-development practices, not the evolution of environmental practices, and its qualified language does not establish that internal coordination makes external evolution possible only under that condition. The supplied passages have section labels but no page numbers. (LLM, conf=0.86)

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Research works printed but not linked: 5

  1. Barkan, P. (1992). Productivity in the process of product development-an engi- neering perspective. In G. Susman (Ed.), Integrating design for manufactur- ing for competitive advantage. New York: Oxford University Press, 56-68.
  2. Clark, K. B., & Fujimoto, T. (1991). Product development performance. Boston: Harvard Business School Press.
  3. Garvin, D. A. (1984). What does 'product quality' really mean? Sloan Management Review, Fall, 25-43.
  4. Sutcliffe, K. M., & Zaheer, A. (1998). Uncertainty in the transaction environment: An empirical test. Strategic Management Journal, 19, 1-23.
  5. Taninecz, G. (1996). Customer focus. Industry Week, 245(4), 16-17.

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Authors
Koufteros, X., Vonderembse, M., & Jayaram, J.
Affiliations
  • Florida Atlantic University (US)
  • University of Toledo (US)
  • University of South Carolina (US)
Corresponding author
  • Koufteros, Xenophon
  • Vonderembse, Mark
  • Jayaram, Jayanth
ORCID
Venue
Decision Sciences
Publisher
Wiley
Published
2005-01-13
Volume
36
Issue
1
Pages
97-133
ISSN
  • 0011-7315 (ISSN-L)
  • 1540-5915
DOI
10.1111/j.1540-5915.2005.00067.x
OpenAlex
W2009797023
Cited by
855
References
98
Citations by year
2026: 14 · 2025: 18 · 2024: 31 · 2023: 42 · 2022: 48 · 2021: 49 · 2020: 53 · 2019: 52 · 2018: 49 · 2017: 62 · 2016: 53 · 2015: 65 · 2014: 48 · 2013: 70 · 2012: 46
FWCI
39.32
Type
journal article
Language
en
Open access
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations
Decision Sciences (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Product Development and Customization
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Keywords
product development, internal integration, external integration, concurrent engineering, customer integration, supplier integration, product innovation performance, quality performance, profitability, uncertainty, equivocality, platform strategy, contingency theory, manufacturing companies

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