Fuzzy front end of innovation: a dual theoretical rationale

Abstract

Purpose

The uncertainties, ambiguities and unknown issues that characterize the beginning of a new product development project have led practitioners and scholars to coin the term “fuzzy front end” to refer to this seminal stage. The causes of many product failures can be traced back to this fuzzy front end. Despite a growing realization of its importance, the meaning of the term “front-end fuzziness” itself remains vague. A theory-based framework is not available to guide thinking and research on this important topic. The purpose of this paper is to create a conceptual framework for fuzzy front end.

Design/methodology/approach

This paper applies Daft and Lengel’s (1986) theory of organizational information processing to create a framework for research on the fuzzy front end of product innovation. This framework is used to clarify the concept of front-end fuzziness and identify three sources of fuzziness in the project team’s task environment.

Findings

Contrary to the current literature, the authors argue that equivocality rather than uncertainty is the dominant cause of front-end fuzziness. This new conceptualization: appropriately broadens the concept of front-end fuzziness; identifies new problem areas; highlights the need for new solutions; and suggests the need to focus on team vision as a front-end deliverable.

Practical implications

The previous literature used a single uncertainty reduction rationale for integrative mechanisms. Thus, it did not consider that the implementation might change from front end to downstream. The dual theoretical rationale suggests that integrative mechanisms can be implemented differently to focus either on uncertainty or equivocality reduction. In the front end, equivocality is the dominant issue and mechanisms should be implemented in ways that create a rich channel to identify issues and share perspectives. In downstream activities where the dominant issue is uncertainty reduction, mechanisms might be implemented in ways that provide greater quantities of information on known issues.

Originality/value

This new conceptualization of front-end fuzziness provides a better theoretical rationale for how integrative mechanisms enable a project team to work through the fuzziness it faces, creating a clear team vision that guides its downstream efforts.

Citation

Zhang, Q., Cao, M. and Doll, W. (2019), "Fuzzy front end of innovation: a dual theoretical rationale", Journal of Business & Industrial Marketing, Vol. 34 No. 1, pp. 176-191. https://doi.org/10.1108/JBIM-06-2017-0144