دانلود رایگان مقاله لاتین پروژه npd آشفتگی محیطی قدرت کارشناسی از سایت الزویر
عنوان فارسی مقاله:
دینامیک شهود کارشناسی و تیمی در پروژه های NPD: نقش آشفتگی های محیطی و قدرت کارشناسی
عنوان انگلیسی مقاله:
The dynamics of expert and team intuition in NPD projects: The role of environmental turbulence and expert power
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Theoretical development
2.1. Task uncertainty and expert intuition The literature related to individual intuition articulates the importance of intuition especially under uncertain situations (Dane & Pratt, 2007; Khatri & Ng, 2000; Miller & Ireland, 2005; Sadler-Smith & Shefy, 2004). Intuition of an expert is helpful because it is a source of efficient, rapid and successful decision making in uncertain situations (Crossan et al., 1999; Dane & Pratt, 2007; Seifert & Hadida, 2009; Simon, 1987). This success is based on the premise that the person who is intuiting must be an expert who has a comprehensive and authoritative knowledge or specific skills in his or her field (Crossan et al., 1999) so that he or she can deal with uncertainty in an effective manner. Uncertainty is a multidimensional concept (Hite & Hesterly, 2001). It ranges from environmental uncertainty to the uncertainty that can occur at an individual, team or firm level. It also includes technological as well as market uncertainty (Gartner, Bird, & Starr, 1992). Uncertainty is also characterized by task specific factors such as task complexity and creativity (Dess & Beard, 1984; Hite & Hesterly, 2001; Tatikonda & Rosenthal, 2000). Tatikonda and Rosenthal (2000) argue that projects that require novelty and complexity tend to be characterized by greater uncertainty. Task complexity can refer to the inexact or unknown number of means and ends involved in a task and their interconnections (March & Simon, 1958). Creativity on the other hand is defined by Stein (1974) as a novelty that is useful. We apply Stein's definition, and define task creativity as the degree of novelty required for a particular task that will make it useful to different stakeholders. For this study, task uncertainty is operationalized in terms of a task that is complex and creative in its nature as stated by Dess and Beard (1984), as well as by Hite and Hesterly (2001). We only consider uncertainty in terms of task complexity and creativity because intuition in this research applies specifically to NPD tasks, hence, the task's characteristics are taken into consideration. This is in line with Dane and Pratt (2007), who argued that intuitions experienced by an expert are specific to a particular task. By combining task uncertainty and expert intuition, we expected to see that an increase in the level of task uncertainty, in turn, induces the expert in that particular task to intuit. For instance, when the NPD task is mentally demanding, challenging, and requires good problem-solving skills, the development of this highly complex task is expected to be highly uncertain (Dayan & Elbanna, 2011). Similarly, when the NPD task requires new ideas or challenges existing ideas, or requires unique solutions and fresh thinking, the development of this highly creative task is expected to be highly uncertain. This uncertainty surrounding the NPD task influences the expert to intuit in order to come up with a rapid and effective solution. Theorists of team psychology have iterated that environmental factors that influence an individual can also influence a team in a similar way (Campion, Medsker, & Higgs, 1993; Gibson, 1999; Parker, 1994). This is because the cognitive processes that occur at the individual level are similar to the processes that occur at the team level (Klimoski & Mohammed, 1994; Prussia & Kinicki, 1996). Building on this argument, we suggest that task creativity and complexity make both the expert and other team members sense the level of uncertainty in performing the task. While the uncertainty may induce the expert to intuit, the team members, who lack the necessary knowledge and know-how regarding this particular task, will not intuit; however, the team will be ready to accept an intuitive solution from the expert. Hence, it can be deduced that the factors that induce the individual expert in the cross-functional NPD team to intuit, can also induce the rest of the team members to accept that expert intuition.
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کلمات کلیدی:
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