How Managers’ Cognitive Frames Affect the Use of Process Improvement Approaches in NPD

This paper explores how managers’ cognitive frames provide knowledge structures that affect the use of process improvement approaches (PIAs) in new product development (NPD) processes. A qualitative multiple case study method was used. Interviews with informants from different functional specialisms (R&D, product creation and development, design, engineering, and manufacturing) were conducted, and internal and online documents were collected and analyzed. Two main findings emerge. First, we identify three types of managers’ cognitive frames: conflicting, paradoxical, and supporting. Second, these cognitive frames are found to influence managers’ decisions over whether to promote, adapt or prevent the implementation of PIAs. This study helps explain conflicting findings in the literature regarding the implementation and effects of PIAs in NPD by identifying managers’ cognitive frames as a key antecedent. This paper generates insights into the importance of managerial decision-making in determining the scope and depth of implementation of PIAs in NPD.