Interdepartmental integration: A definition with implications for product development performance

Improved interdepartmental integration yields improved product development performance. But what do we mean by interdepartmental integration? Is it increased interaction between the various departments involved in product development-in other words, more meetings and other formal information flows between R&D marketing and manufacturing? Or is the term integration another way of saying collaboration-that is, various departments working collectively toward common goals? Or are collaboration and interaction both important elements of interdepartmental integration? Kenneth B. Kahn presents the results of a study exploring how collaboration and interaction affect product development performance and product management (post-launch) performance. Survey respondents are marketing, manufacturing, and R&D department managers working for firms in the electronics industry. It is hypothesized that both collaboration and interaction between departments will positively influence product development performance and product management performance. It is further hypothesized that collaboration will have a stronger effect than interaction. The survey responses indicate that collaboration has a strong, positive effect on performance. (The only exception is the effect of manufacturing managers' collaboration with marketing on product development success; the effect of this variable is not statistically significant). However, interaction does not have a significant effect on product development performance or product management performance. In fact, the responses indicate negative effects for meetings and the exchange of documented information. The results support increased emphasis on company policies that facilitate collaboration between departments as opposed to those that only stress meetings and documented information exchange. Although a certain level of interaction is necessary throughout the product development process, such interaction doesn't lead to success; collaboration makes the difference between success and failure. To best manage interdepartmental integration, managers should first assess their firm's levels of interdepartmental collaboration and interaction. The scales presented in this study can be used for this benchmarking effort The results of this assessment can be used for developing and implementing an action plan for improving interdepartmental integration. For example, a manager faced with a prevailing interaction philosophy might seek to reduce the number of meetings or the amount of paperwork flowing between departments.