The transition between product development processes and its effects on cross-functional collaboration: A case study in the software development industry

Abstract

This thesis examines how the transition from a linear product development process to a faster and iterative one affects the extent and quality of cross-functional collaboration within a company. It investigates both what changes such a transition entails, as well as how they may be explained. The setting of the study is the software development department of a multinational consumer electronics firm. The results both validate previous findings and generate some novel insights. As proposed by existing theory, it is found that ownership (defined as a clear distribution of responsibility and authority) plays a vital role in cross-functional product development. The collected empirical data suggests that – in an absence of formally defined ownership structures – it is individual personality and leadership traits that determine to a large extent the level of involvement from, and quality of interaction between, different organizational functions. Furthermore, the case study highlights issues related to change that is limited to a single functional-departmental domain, instead of holistically encompassing the entire company. The findings indicate that empowering one small part of an organization in a relatively isolated fashion can foster a burgeoning sub-culture whose dominant logic may be at odds with the rest of the organization. Once the “spark of empowerment” has been lit, the fire might burn uncontrollably – i.e. an imbalance originating in intra-organizationally conflictive mentalities develops. In the case at hand, this imbalance was partially overcome by further self-empowerment of the department in question. Overall, this thesis contributes to existing theory by further illuminating the previously under-researched transitional phase of product development process change. In doing so, it also manages to enhance the well-established field of cross-functional collaboration by examining it specifically from a process perspective.