• Korean Business Review
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• v.11
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• pp.83-100
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• 1998

The objective of our study is to build a theoretical framework for the examination of impacts of cross-functional integration upon new product development performance(NPDP). For this purpose, we have concentrated our efforts on systematically delving into how cross-functional integration factors affect upon the interdepartmental cooperation and upon the NPDP while dividing those critical integration factors into the structural and the infra-structural ones. We have selected interdepartmental job-rotation, consigning of papers, and cross-functional teem meeting as structural cross-functional integration factors. On the other hand, we have chosen Quality Functional Deployment(QFD), Concurrent Engineering(CE), and Evaluation and Reward Systems as those infra-structural cross-functional integration factors. After identifying those integration factors, we have carefully searched the relationship between those integration factors and those cooperation variables (interdepartmental common goal, interdepartmental interactions, and common sharing of ideas and informations) to look into how they affect upon the NPDP. Among cross-functional integration and NPDP related studies, our study is the first to show systematically how strongly infra-structural integration factors affect upon the achievement of interdepartmental cooperation and the improvement of NPDP. Considering the limitation of our resources and time available for this research, we have limited our study to building only a theoretical framework for future empirical studies to look into how cross-functional integration variables are related with NPDP.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.1-28
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• 2007

The success of new product development is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, market orientation, and competitive environment as the key success factors of new product development. Recently, the role of IT infrastructure in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT infrastructure are lacking. The purpose of this study is to empirically exam the impacts of IT infrastructure on new product competitive advantage. In this study, IT infrastructure is conceptualized as the flexibility of IT infrastructure. Based on previous research, a conceptual model is established by incorporating the direct impact of IT infrastructure flexibility and its indirect impact through the key success factors on new product development. To empirically test the research model, data are surveyed from a pair of IS department and Marketing department of 92 consumer goods manufacturers. By employing PLS technique, the measurement reliability and reliability of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis shows that IT infrastructure flexibility has no direct effect on new product advantage, However, the indirect effect of IT infrastructure is found, which is mediated by marketing capability, manufacturing technical capability, cross-functional integration, and market orientation respectively. Hence, The flexible IT infrastructure increases cross-functional integration (H1), market orientation (H3), marketing capability (H5), and manufacturing technical capability (H6). All success factors of new product development excepts for competitive environment have a positive association with new product competitive advantages (from H10 to H14). Finally, the path from IT infrastructure flexibility to cross-functional integration, to market orientation, to market knowledge capability, and to new product advantage is found as the strongest path. These results indicate that the flexible IT infrastructure enhances information sharing with multiple departments and collaboration within a distributed innovation environment. The collaboration among departments positively affects the level of customer and competitor intelligence. The ability to obtain knowledge about customers and competitors makes firms to adapt to a changing environment quickly and to respond to customers' demands adequately. The flexible IT infrastructure also enhances the capability of organization to more rapidly respond to the changes in product design resulting in faster product development and reduced costs. In addition to, it enhances marketing capability by the two-way communications with customers and the analyses of various kinds of customer data. In brief, the finding of this study suggests that the flexible IT infrastructure allows many firms to pursue sustained new product competitive advantages. This study advances research on IT infrastructure in two important aspects. First, by Integrating marketing research and IS research, this study develops a conceptual model on the role of IT infrastructure in enhancing new product advantage. Second, it empirically finds the indirect impacts of IT infrastructure on new product advantage, which confirms the potential for the IS field to contribute to new product development research. The limitations of this study are also discussed to provide research directions for future research.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• Proceedings of the Materials Research Society of Korea Conference
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• 2010.05a
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• pp.30.2-30.2
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• 2010

Nano-scale p-n junction can generate various nano-scale functional devices such as nanowire light emitting diode, nanowire solar cell, and nanowire sensor. The core shell type nanowire p-n junction has been considered for the high efficient devices in many previous reports. On the other hand, although device efficiency is relatively lower, the cross bar type p-n junction has simple topological structure, suggested by C.M. Lieber group, to integrate easily many p-n junction devices in one board. In this study, for the integration of the cross bar nanowire p-n junction device, a simple fabrication route, employed dielectrophoretic array and direct printing techniques, was demonstrated by the successful fabrication and programmable integration of the nanowire cross bar p-n junction solar cell. This direct printing process will give the single nanowire solar cell the opportunity of the integration on the circuit board with other nanowire functional devices.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.17 no.12
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• pp.3345-3363
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• 2023

Developers often use cross-platform frameworks to create mobile apps that can run on multiple platforms with minimal code changes. However, these frameworks may not suit all the needs of a specific app, so developers may also use native APIs to add platform-specific features. This method eventually dilutes the advantages of cross-platform development methodology that aims to reduce development costs and time, and often leads to a decision to return back to the original native mobile development methodology. In this study, we explore a different approach: combining different cross-platform tools to develop a storybook mobile app that meets various requirements. We have demonstrated that integrating two cross-platform solutions can be used reliably to develop complex mobile applications. However, we also report that this approach can introduce unforeseen issues such as sandbox redundancy, unexpected functional burdens, and redundant permission requests. Despite these challenges, we believe that combining two cross-platform solutions can be applied to a variety of functional and performance requirements, enabling the development of more sophisticated mobile applications at lower costs and with shorter development timelines than traditional mobile app development methodologies.

• International Commerce and Information Review
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• v.12 no.4
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• pp.303-325
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• 2010

This study concerns the identification of INPR process (i.e., antecedents, timeliness in new product development (NPD) and international new product rollout (INPR) and consequences) for international new product performance. It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that cross-functional integration exhibited a statistically significant and positive effect on NPD timeliness. For the rapid development of new products, evidence is mounting in favor of cross-functional integration that facilitates both the quick dissemination and utilization of information. A higher level of marketing synergy was positively associated with a higher level of NPD timeliness. These findings suggest that marketing synergy plays a key role in enhancing NPD timeliness in South Korean manufacturing companies. The results also indicate that HQ-subsidiary cooperation was positively related to INPR timeliness. More comprehensive and varied information flows between HQ and subsidiary are likely to achieve product competitive advantage and then the latter may lead to international new product launch timeliness. However, technology synergy has no significant influence on NPD timeliness, implying that Korean manufacturers' managers do not recognize technology to be a major driving force, unlike Western manufacturers' managers. The findings also indicate that the positive effects of timeliness in INPR on international new product performance. It is important note that successful achievements of international new product success are likely to rely on INPR timeliness. Importantly, the results found that products developed within planned time frames are more likely to be rolled out into multi-markets on-time, resulting in higher levels of performance than when NPD completion is delayed.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1997.10a
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• pp.189-192
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• 1997

New product development is a complex managerial process which involves multiple functional groups, each with a different perspective. Quality function deployment (QFD) is a new product development process which stresses cross-functional integration. QFD provides a specific approach for ensuring quality through each stage of the product development and production process. This paper provides an overview of QFD including its concepts and methods, and then proposes an integrated approach to formulating and solving the QFD process. This paper also discusses issues associated with the prescriptive modeling of QFD.

• Composites Research
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• v.17 no.4
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• pp.25-31
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• 2004

In this study, a refined beam analysis model has been developed for multi-celled composite blades with elliptic cross-sections. Reissner's semi-complimentary energy functional is introduced to describe the beam theory and also to deal with the mixed-nature of the formulation. The wail of elliptic sections is discretized into finite number of elements along the contour line and Gauss integration is applied to obtain the section properties. For each cell of the section, a total of four continuity conditions are used to impose proper constraints for the section. The theory is applied to single- and double-celled composite blades with elliptic cross-sections and is validated with detailed finite element analysis results.

• Journal of Korea Society of Industrial Information Systems
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• v.6 no.4
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• pp.30-38
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• 2001

An enterprise resource planning (ERP) system is an enterprise wide management system made possible by information technology. Organizations have been implementing ERP packages for integrating the business process in various functions. ERP has been helping companies to automate their entire business processes within the organization as a whole instead of just in some functional units. This paper presents five case studies indicating that enterprise resource planning (ERP) systems do enhance the performance of manufacturing organizations. The ERP systems studied are from SAP, Baan, and Oracle. In all five cases, better cross-functional integration was a critical success factor.

• Proceedings of the Korean Society for Technology of Plasticity Conference
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• 2001.10a
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• pp.190-194
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• 2001

The integration of rapid prototyping and tooling has the potential for the rapid net shape manufacturing of three-dimensional parts with geometrical complexity. In this study, a new rapid prototyping process, transfer type of Variable Lamination Manufacturing (VLM-ST), was proposed to manufacture net shape of 3-D prototypes. In order to examine the efficiency and applicability of the proposed process, various 3-D parts, such as a world-cup logo, and extruded cross and a knob shape, were fabricated on the apparatus. In addition, the new rapid tooling process, which is a triple reverse process, was proposed to manufacture of 3-D functional part using VLM-ST prototypes and the plastic part of the knob shape was produced by the new rapid tooling process.