*Authors acknowledge the financial assistance of Microsoft Corporation for providing a research grant to fund the empirical research. The authors wish to thank all the qualitative interview participants for their help and valuable input. The authors also acknowledge the help of Inigo Arroniz in data analysis and development of the structural model.
High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition†
Article first published online: 8 DEC 2009
© 2009 Product Development & Management Association
Journal of Product Innovation Management
Volume 27, Issue 1, pages 83–96, January 2010
How to Cite
Tyagi, R. K. and Sawhney, M. S. (2010), High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition. Journal of Product Innovation Management, 27: 83–96. doi: 10.1111/j.1540-5885.2009.00701.x
- Issue published online: 8 DEC 2009
- Article first published online: 8 DEC 2009
Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high-performance product management at three levels: (1) the product manager as an individual; (2) the marketing processes related to product management; and (3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.