A delicate balance, the role of management communication in new product development team performance

Abstract

This thesis used quantitative and qualitative methods to examine the role of Management Coordinator communication in the new product development process. The results contributed to our understanding of the importance of external communication in new product development teams. More specifically, the studies demonstrated that (1) a communication role in which team members communicate with managers for the purposes of gathering strategic and product related information should be added to existing schemes of external communication, (2) group process variables such as group cohesiveness and team member goals predict the amount and type of communication in which new product teams engage and, (3) engaging in communication with managers (especially for the purpose of strategy and context clarification) is associated with enhanced performance ratings, whereas limiting communication with people outside the team is associated with decreased performance ratings. Differences in the specific type of performance that were enhanced by Management Coordinator communication are also reported. Limitations of the present studies and directions for future research are also discussed.