مروری نظام مند بر ربع قرن پیشینه پژوهشی سامانه‌های محصول پیچیده: روندها و رهیافتها

نوع مقاله : مقاله پژوهشی

نویسندگان

1 عضو هیئت علمی پردیس فارابی دانشگاه تهران، قم

2 عضو هیات علمی دانشگاه صنعتی شریف، تهران

10.22034/jstp.2020.12.4.119

چکیده

سامانه‌های محصول پیچیده (CoPS) نقش چشمگیری در توسعه صنعتی، رشد اقتصادی و خلق ثروت در کشورهای توسعه‌یافته و در‌حال‌توسعه بازی می‌کنند. از طرفی، این سامانه‌های محصول پیچیده دارای ویژگی‌ها و مشخصه‌های متفاوت و متمایزی در مقایسه با کالاهای مصرفی با سامانه تولید انبوه هستند. این تفاوت‌ها و تمایزها طی ربع قرن اخیر توجه تعداد زیادی از پژوهشگران و صاحبنظران حوزه مدیریت فناوری و نوآوری را به خود جلب کرده است که منجر به شکل‌گیری پیشینه پژوهشی و بدنه دانشی قابل توجهی حول سامانه‌های محصول پیچیده شده‌است. به همین دلیل نیاز است از طریق واکاوی در پژوهش‌های پیشین این حوزه، به ارائه تحلیل‌ها و آمارهای توصیفی، موضوعات مورد مطالعه و روندهای آینده این حوزه پرداخته شود. این مقاله قصد دارد از طریق مرور نظام‌مند پیشینه پژوهشی ربع قرن اخیر این حوزه به هدف فوق جامه عمل بپوشاند. یافته‌های این پژوهش مشتمل بر ارائه آمارهای توصیفی متعدد، دسته‌بندی موضوعی مطالعات پیشین، معرفی روندهای کلیدی در زمینه تکامل پیشینه پژوهش، پیشنهادهایی برای پژوهش‌های آتی و دلالت‌های مدیریتی و سیاستی در حوزه نوآوری در سامانه‌های محصول پیچیده می‌باشد.
 

کلیدواژه‌ها

عنوان مقاله [English]

A Systematic Review of a Quarter of a Century of Research Background on Complex Products and Systems (CoPS): Trends and Approaches

نویسندگان [English]

  • Mostafa Safdari Ranjbar 1
  • Mehdi Kiamehr 2
1 Assistant Professor, University of Tehran (College of Farabi), Qom, Iran
2 Assistant Professor, Sharif University of Technology, Tehran, Iran Abstract
چکیده [English]

Complex product systems (CoPS) industries largely contribute to industrial development, economic growth and creation of national wealth in both developed and developing economies. CoPS also show a number of specific characteristics as a distinctive category of industrial products in comparison with mass-produced consumer goods. These aspects have attracted the attention of scholars to study CoPS over the last 25 years, resulting in a fairly extensive body of literature on the subject. However, there is a further need to connect research findings in this area, to illustrate a macro view of the development in the field, explore common themes, and identify possible paths into the future.
This study aims to contribute to these ends by: 1) exploring the quantitative aspects of the CoPS literature; 2) illustrating topical classification of CoPS studies and their findings; and 3) suggesting opportunities for future research through examining common trends and unresolved issues in the literature.
The findings of this study include the presentation of various descriptive statistics, thematic classification of previous studies, introduction of key trends in the development of research background, suggestions for future research and management and policy implications in the field of innovation in complex products and systems (CoPS).
 

کلیدواژه‌ها [English]

  • Complex Products and Systems
  • Innovation
  • Technology
  • Systematic Literature Review

مراجع

[1] Woodward, J. (1958). Management and Technology. London: Her Majesty’s Stationary Office.
[2] Kiamehr, M., M. Hobday, and M. Hamedi. (2015). Latecomer Firm Strategies in Complex Product Systems (CoPS): The Caseof Iran’s Thermal Electricity Generation Systems. Research Policy. 44 (6): 1240–1251.
[3] Hobday, M. (1998). Product Complexity, Innovation and Industrial Organisation. Research Policy. 26 (6): 689–710.
[4] Davies, A., and M. Hobday. (2005). The Business of Projects (Managing Innovation in Complex Product Systems). New York: Cambridge University Press.
[5] Miller, R., M. Hobday, Th Lerouxdemers, and X. Olleros. (1995). Innovation in Complex Systems Industries: The Case ofFlight Simulation. Industrial and Corporate Change. 4 (2): 363–400.
[6] Davies, A. (1997). The Life Cycle of a Complex Product System. International Journal of Innovation Management. 1 (3): 229– 256.
[7] Hobday, M., and T. Brady. (2000). A Fast Method for Analysing and Improving Complex Software Processes. R&D Management. 30 (1): 1–22.
[8] Prencipe, A. (2000). Breadth and Depth of Technological Capabilities in CoPS: The Case of the Aircraft Engine ControlSystem. Research Policy. 29 (7–8): 895–911.
[9] Choung, J. Y., and H. R. Hwang. (2007). Developing the Complex System in Korea: The Case Study of TDX and CDMATelecom System. International Journal of Technological Learning, Innovation and Development. 1 (2): 204–225.
[10] Park, T. Y. (2013). How a Latecomer Succeeded in a Complex Product System Industry: Three Case Studies in the KoreanTelecommunication Systems. Industrial and Corporate Change. 22 (2): 363–396
[11] Park, T. Y., and J. Y. Kim. (2014). The Capabilities Required for Being Successful in Complex Product Systems: Case Study ofKorean e-Government. Asian Journal of Technology Innovation. 22 (2): 268–285.
[12] Lee, J. J., and H. Yoon. (2015). A Comparative Study of Technological Learning and Organizational Capability Developmentin Complex Products Systems: Distinctive Paths of Three Latecomers in Military Aircraft Industry. Research Policy. 44 (7): 1296–1313.
[13] Naghizadeh, M., M. Manteghi, M. Ranga, and R. Naghizadeh. (2017). Managing Integration in Complex Product Systems:The Experience of the IR-150 Aircraft Design Program. Technological Forecasting and Social Change. 122: 253–261.
[14] Majidpour, M. (2016). Technological Catch-up in Complex Product Systems. Journal of Engineering and Technology Management. 41: 92–105.
[15] Safdari Ranjbar, M., Park, T. Y., Ghazinoori, S., Manteghi, M. (2019). Multi-level drivers of catching up in complex product systems: an Iranian gas turbine producer. Journal of Science and Technology Policy Management. 11 (1): 85-106.
[16] Kiamehr, M. (2017). Paths of Technological Capability Building in Complex Capital Goods: The Case of Hydro ElectricityGeneration Systems in Iran. Technological Forecasting and Social Change. 122: 215–230.
[17] Acha, V., A. Davies, M. Hobday, and A. Salter. (2004). Exploring the Capital Goods Economy: Complex Product Systems inthe UK. Industrial and Corporate Change. 13 (3): 505–529.
[18] Hobday, M., H. Rush, and J. Tidd. (2000). Innovation in Complex Products and System. Research Policy. 29 (7–8): 793–804.
[19] Safdari Ranjbar, M., Park, T. Y., Kiamehr, M. (2018). What happened to complex product systems literature over the last two decades: progresses so far and path ahead. Technology Analysis & Strategic Management. 30 (8), 948–966.
[20] Ren, Y. T., and K. T. Yeo. (2006). Research Challenges on Complex Product Systems (CoPS) Innovation. Journal of the Chinese Institute of Industrial Engineers. 23 (6): 519–529.
[21] Park, T. Y., Ji, I. (2020). Evidence of latecomers’ catch-up in CoPS industries: a systematic review. Technology Analysis & Strategic Management. 32 (8)
[22] Rosenberg, N. (1982). Inside the Black Box: Technology and Economics. Cambridge: Cambridge University Press.
[23] Chudnovsky, D., M. Nagao, S. Jacobsson, and F. Pinter. (1983). Capital Goods Production in the Third World. London: Palgrave Macmillan.
[24] Randhawa, K., R. Wilden, and J. Hohberger. (2016). A Bibliometric Review of Open Innovation: Setting a Research Agenda. Journal of Product Innovation Management. 33 (6): 750–772.
[25] Hansen, K. L., and H. Rush. (1998). Hotspots in Complex Product Systems: Emerging Issues in Innovation Management. Technovation. 18 (8/9): 555–590.
 [26] Hobday, M., and H. Rush. (1999). Technology Management in Complex Product Systems (CoPS) – Ten QuestionsAnswered. International Journal of Technology Management. 17 (6): 618–638
[27] Baraldi, E. (2009). User-related Complexity Dimensions of Complex Products and Systems (CoPS): A Case of Implementingan ERP System. International Journal of Innovation Management. 13 (1): 19–45.
[28] Liu, J., and J. Su. (2014). Market Orientation, Technology Orientation and Product Innovation Success: Insights from CoPS. International Journal of Innovation Management. 18 (4): 1–25.
[29] Dedehayir, O., T. Nokelainen, and S. J. Makinen. (2014). Disruptive Innovations in Complex Product Systems Industries: ACase Study. Journal of Engineering and Technology Management. 33: 174–192.
[30] Gil, N. (2007). On the Value of Project Safeguards: Embedding Real Options in Complex Products and Systems. Research Policy. 36 (7): 980–999.
 [31] Yeo, K. T., and Y. T. Ren. (2009). Risk Management Capability Maturity Model for ComplexProduct Systems (CoPS)Projects. Systems Engineering. 12 (4): 275–294.
[32] Magnaye, R., B. Sauser, P. Patanakul, C. Nowicki, and W. Randall. (2014). Earned Readiness Management for Scheduling,Monitoring and Evaluating the Development of Complex Product Systems. International Journal of Project Management. 32 (7): 1246–1259.
[33] Du, B., Sh Guo, X. Huang, Y. Li, and J. Guo. (2015). A Pareto Supplier Selection Algorithm for Minimum the Life Cycle Cost ofComplex Product System. Expert Systems with Applications. 42 (9): 4253–4264.
[34] Hardstone, G. A. P. (2004). Capabilities, Structures and Strategies Re-Examined: Incumbent Firms and the Emergence ofComplex Product Systems (CoPS) in Mature Industries. Technology Analysis & Strategic Management. 16 (2): 173–196.
[35] Su, J., and J. Liu. (2012). Effective Dynamic Capabilities in Complex Product Systems: Experiences of Local Chinese Firm. Journal of Knowledge-Based Innovation in China. 4 (3): 174–188.
[36] Park, T. P., and I. Ji. (2015). From Mass Production to Complex Production: Case of the Korean Telecom Equipment Sector. Asia-Pacific Journal of Accounting & Economic. 22 (1): 78–102.
[37] Davies, A., and T. Brady. (1998). Policies for a Complex Product System. Futures. 30 (4): 293 304.
[38] Kiamehr, M., M. Hobday, and A. Kermanshah. (2014). Latecomer Systems Integration Capability in Complex Capital Goods:The Case of Iran’s Electricity Generation Systems. Industrial and Corporate Change. 23 (3): 689–716.
[39] Chen, J., L. Tong, and E. W. T. Ngai. (2007). Inter-Organizational Knowledge Management in Complex Products andSystems (Challenges and an Exploratory Framework). Journal of Technology Management in China. 2 (2): 134–144.
[40] Ngai, E. W. T., Ch Jin, and T. Liang. (2008). A Qualitative Study of Inter-Organizational Knowledge Management in ComplexProducts and Systems Development. R&D Management. 38 (4): 421–440.
[41] Gann, D. M., and A. Salter. (1998). Learning and Innovation Management in Project-Based, Service-Enhanced Firms. International Journal of Innovation Management. 2 (4): 431–454.
[42] Gann, D. M., and A. J. Salter. (2000). Innovation in Project-Based, Service-Enhanced Firms: The Construction of ComplexProducts and Systems. Research Policy. 29 (7–8): 955–972.
[43] Davies, A., T. Brady, A. Prencipe, and M. Hobday. (2011). Innovation in Complex Products and Systems: Implications forProject Based Organizing. Project-Based Organizing and Strategic Management. Advances in Strategic Management 28: 3–26.
[44] Hobday, M. (2000). The Project-based Organization: An Ideal form for Managing Complex Products and Systems? Research Policy. 29 (7–8): 871–893.
[45] Kwak, K., Yoon, H. (2020). Unpacking transnational industry legitimacy dynamics, windows of opportunity, and latecomers’ catch-up in complex product systems. Research Policy. 49 (4).
[46] Appio, F. P., Lacoste, S. (2018). B2B relationship management in complex product systems (CoPS). Industrial Marketing Management. 79: 53-57.
[47] Lehtinen, J., Aaltonen, K., Rajala, R. (2018). Stakeholder management in complex product systems: Practices and rationales for engagement and disengagement. Industrial Marketing Management. 79: 58-70.
[48] Crespin-Mazet, F., Romestant, F., Salle, R. (2018). The co-development of innovative projects in CoPS activities. Industrial Marketing Management. 79: 71-83.
[49] Roehrich, J. K., Davis, A., Frederiksen, L., Sergeeeva, N. (2018). Management innovation in complex products and systems: The case of integrated project teams. Industrial Marketing Management. 79: 84-93.
[50] Galati, F., Bigliardi, B., Galati, R., Petroni, G. (2019). Managing structural inter organizational tensions in complex product systems projects: Lessons from the Metis case. Journal of Business Research. https://doi.org/10.1016/j.jbusres.2019.10.044
[51] Kim, Y. Z., and K. Lee. (2008). Sectoral Innovation System and a Technological Catch-up: The Case of the Capital GoodsIndustry in Korea. Global Economic Review. 37 (2): 135–155.
[52] Zhang, L., W. Lam, and H. Hu. (2013). Complex Product and System, Catch-up, and Sectoral System of Innovation: A CaseStudy of Leading Medical Device Companies in China. International Journal of Technological Learning, Innovation and Development. 6 (3): 283.
[53] Lee, K., and F. Malerba. (2017). Catch-up Cycles and Changes in Industrial Leadership: Windows of Opportunity andResponses of Firms and Countries in the Evolution of Sectoral Systems. Research Policy. 46 (2): 338–351.
[54] Vertesy, D. (2017). Preconditions, Windows of Opportunity and Innovation Strategies: Successive Leadership Changes inthe Regional jet Industry. Research Policy. 46 (2): 388–403.
[55] Choung, J. Y., H. R. Hwang, and H. Yang. (2006). The Co-Evolution of Technology and Institution in the Korean Informationand Communications Industry. International Journal of Technology Management. 36 (1/2/3): 249–266.
 
 
 

فایل ها

هم رسانی

ارجاع به این مقاله

آمار