@article{427949219910701, title = {BETTER STORIES, NOT BETTER CONSTRUCTS, TO GENERATE BETTER THEORY: A REJOINDER TO EISENHARDT.}, author = {W. Gibb Dyer Jr. and Alan L. Wilkins}, journal = {Academy of Management Review}, pages = {p613 - 619}, volume = 3, year = 19910701, url = {http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4279492&site=ehost-live}, issn = {03637425}, description = { EBSCOhost }, abstract = {In this article the authors discuss an article published in a pervious issue that presented an approach to building better theory through the use of case studies. The authors suggest that the paper does not do enough to support the claim that the methods used surpass pervious methods for conducting case studies. They compare the author's approach with various case studies and discuss the limitations of the author's work. Their main concerns fall into three areas; the in-depth study of a single case, deep vs. surface description and the telling of good stories vs. the creation of good constructs. They assert that by not conducting the in-depth research applied in a traditional case study the author is depriving the research of the insight one receives from that depth of study. }, biburl = {http://www.bibsonomy.org/bibtex/2b6ce83ae3779090fce325da733e5f152/callagialla}, keywords = {variables EXAMINATIONS ORGANIZATIONAL Validity, studies, science, SOCIAL RESEARCH, sociology, (Philosophy), -- method, THEORY sciences MANAGEMENT CASE METHODOLOGY, LATENT research, Methodology, QUALITATIVE} } @article{428791919810401, title = {Responsive Capitalism: Case Studies in Corporate Social Conduct.}, author = {Wilmar F. Bernthal}, journal = {Academy of Management Review}, number = 2, pages = {p339 - 340}, volume = 6, year = 19810401, url = {http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4287919&site=ehost-live}, issn = {03637425}, description = { EBSCOhost }, abstract = {The article reviews the book "Responsive Capitalism: Case Studies in Corporate Social Conduct," by Earl A. Molander. }, biburl = {http://www.bibsonomy.org/bibtex/2cdbd4fac21d221071565a0c18be99723/callagialla}, keywords = {-- NONFICTION, Studies MOLANDER, Earl Corporate Social Capitalism: (Book) Case CAPITALISM, Conduct BOOKS Reviews, A., in RESPONSIVE} } @article{Wijen.2005, title = {Negotiating innovation: product renewal as the outcome of a complex bargaining process}, author = {Frank Wijen and Geert Duysters}, journal = {R&D Management}, number = 1, pages = {73-87}, volume = 35, year = 2005, issn = {0033-6807}, abstract = {In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/23c60a7ccef2bbd11df78f793eaa64213/callagialla}, keywords = {innovations CORPORATIONS businessNEW managementTECHNOLOGICAL GrowthINTERNATIONAL in business productsPRODUCT -- enterprisesNEGOTIATION} } @article{Yasin.2000, title = {An Empirical Investigation of International Project Management Practices: The Role of International Experience}, author = {Mahmoud M. Yasin and James Martin and Andrew Czuchery}, journal = {Project Management Journal}, number = 2, pages = {20-30}, volume = 31, year = 2000, issn = {8756-9728}, abstract = {Presents a study on the research results of a survey of 56 United States (U.S.) and 25 international construction project managers. Identification and analyzation of project management areas and related tools important to construction project management success; Results of the study showing that significant gaps exist betweenthe existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success.ABSTRACT FROM AUTHOR Abstract This paper reports the results of a survey of 56 United States (U.S.) and 25 international construction project managers. Project management areas and related tools important to important construction project management success are identified and analyzed. The results show that significant gaps exist between the existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success. Also reported are the differences between U.S. construction project managers and their international counterparts concerning the art and practice of project management. The implications of the findings of this study to business organizations and institutions of higher learning are examined in the context of a conceptual research framework. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/24fbaca0bf90f41f0aa0a3228d7ab75da/callagialla}, keywords = {PROJECT development managementINDUSTRIAL Research -- projectsMANAGEMENT} } @article{McAdam.2004, title = {Transitioning Towards Creativity and Innovation Measurement in SMEs}, author = {Rodney McAdam and William Keogh}, journal = {Creativity & Innovation Management}, number = 2, pages = {126-139}, volume = 13, year = 2004, issn = {0963-1690}, abstract = {The aim of this paper is to explore the transition from traditional measures to creativity and innovation measures within a number of small to medium-sized enterprises (SMEs) case studies. The need for increased competitiveness has created an impetus for increased creativity and innovation in SMEs. However, the measures associated with the process of creativity and innovation in organisations sometimes do not follow cause-and-effect rationale, reflecting non-linear behaviour. A multiple SME-based case research methodology is used to explore the transitioning effects from traditional to more creativity and innovation based measures. The cases were part of a longitudinal creativity and innovation intervention programme, which combined taught modules and Critical Action Learning networks over a two-year period. These networks involved sub-groups applying critical theory-based study to the learning they had received in the modules. The findings reveal that the transition dynamics include a complex mix of cause and effect rationale, phenomenology, incremental change, radical change, quantitative, qualitative and linear and complex contrasts and comparisons. Thus, managers must facilitate an eclectic approach to creativity and innovation measures. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2825ececb612c1a944fe6c0b3057d3564/callagialla}, keywords = {-- abilitySMALL ManagementTECHNOLOGICAL enterprisesCOMPETITIONEXECUTIVE innovationsCREATIVE ability business BUSINESS} } @article{Leifer.2001, title = {Implementing Radical Innovation in Mature Firms: The Role of Hubs}, author = {Richard Leifer and Gina Colarelli O'Connor and Mark Rice}, journal = {Academy of Management Executive}, number = 3, pages = {102-113}, volume = 15, year = 2001, abstract = {There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/255ec49a698168e58a400b6224d4cfd18/callagialla}, keywords = {methodSOCIAL Research innovationsLONGITUDINAL BUSINESS sciences -- enterpriseschangeTECHNOLOGICAL} } @article{Leonard.1997, title = {Imitation to Innovation: The Dynamics of Korea's Technological Learning (Book)}, author = {Joseph W. Leonard}, journal = {Academy of Management Executive}, number = 4, pages = {102-103}, volume = 11, year = 1997, abstract = {The article reviews the book "Imitation to Innovation: The Dynamics of Korea's Technological Learning," by Linsu Kim. The article reviews the book "Imitation to Innovation: The Dynamics of Korea's Technological Learning," by Linsu Kim.}, biburl = {http://www.bibsonomy.org/bibtex/2526e5dbffd2c0deca2a026724beee4fc/callagialla}, keywords = {LinsuIMITATION of Economic to conditions 1945-NONFICTIONKIM, Korea's -- Learning ReviewsKOREA BOOKS Technological Dynamics (Book) Innovation: The} } @article{Lee.2003, title = {The Impact of Communication Strategy on Launching New Products:The Moderating Role of Product Innovativeness}, author = {Yikuan Lee and Gina Colarelli O'Connor}, journal = {Journal of Product Innovation Management}, number = 1, pages = {4-21}, volume = 20, year = 2003, issn = {0737-6782}, abstract = {Focuses on the impact of communication strategy on product launch.Effect of product innovativeness on product performance; Dimensions of product innovativeness.ABSTRACT FROM AUTHOR Academic literature is filled with debate on whether product innovativeness positively impacts new product performance (NPP) because qf increasing competitive advantage or negatively impacts performance due to consumers' fears of novel technology and resultant resistance to adopt. This study investigates this issue by modeling product innovativeness as a moderator that influences the relationship between communication strategy and new product performance. The authors emphasize that the impact of innovativeness to producers is different from that to consumers and that the differences have strategic impact when commercializing highly innovative products. Product innovativeness is conceptualized as multi-dimensional, and each dimension is tested separately. Four dimensions of innovativeness are explored-product newness to the firm, market newness to the firm, product superiority to the customer, and adoption difficulty for the customer. In this study, communication strategy is comprised preannouncement strategy and advertising strategy. First, the relationship between whether or not a preannouncement is offered and NPP is explored. Then three types preannouncement messages (customer education, anticipation creation, and market preemption) are investigated. Advertising strategy is characterized by whether the advertisement campaign at the time of launch was based primarily on emotional or functional appeals. Using empirical results from 284 surveys of product managers, the authors find that the relationship between communication strategy and NPP is moderated by innovativeness, and that the relationships differ not only by degree but also by type of innovativeness. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2da647da5b840444a41df2b33f93c171a/callagialla}, keywords = {& managementResearch, Study IndustrialCOMMUNICATION -- ADVERTISINGCOMMERCIAL productsPRODUCTION teaching productsCONSUMERSMARKETINGNEW} } @article{Luthje.2004, title = {Characteristics of Innovating Users in a Consumer Goods Field: An Empirical Study of Sport-Related Product Consumers}, author = {Christian Lüthje}, journal = {Technovation}, number = 9, pages = {683-695}, volume = 24, year = 2004, abstract = {Reviews the book 'Corning and the Craft of Innovation,' by Margaret B.W. Graham and Alec T. Shuldiner. Reviews the book 'Corning and the Craft of Innovation,' by Margaret B.W. Graham and Alec T. Shuldiner.}, biburl = {http://www.bibsonomy.org/bibtex/23f723306fe0be0b9bde49bd581deb039/callagialla}, keywords = {MargaretSHULDINER, -- (Book) ReviewsGRAHAM, of the TECHNOLOGYBOOKS Innovation AlecCORNING Craft &} } @article{Potter.2000, title = {Using Scenarios to Identify Innovation Priorities in the UK Railway Industry}, author = {Stephen Potter and Robin Roy}, journal = {International Journal of Innovation Management}, number = 2, pages = {229-252}, volume = 4, year = 2000, issn = {1363-9196}, abstract = {In the face of increasing uncertainty in market, technology and political/social trends, scenarios have come to be used to explore how an organisation could plan for a range of possible futures. This paper outlines four scenarios for the future of UK rail transport up to 2010, developed in the run-up to the privatisation of British Rail in the late 1990s. The scenarios, costdriven, quality-driven, technology-driven and environment-driven, were produced to identify areas of strategic R&D needed to improve rail's competitiveness in the transport market. Each scenario is illustrated by a typical passenger "journey" and leads to a different set of R&D needs and priorities. The paper concludes with an assessment of the scenarios five years since they were written, in the light of actual developments since UK rail privatisation. This indicates that the focus to date has been on the cost and quality-driven approaches although there may be a shift towards technological and environmental priorities in the next decade. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/235408e5c914b0efde41466d76cd08866/callagialla}, keywords = {TECHNOLOGICAL -- Britain BritainGREAT innovationsRAILROADS Great} } @article{Ogawa.2006, title = {Reducing the Risks of New Product Development}, author = {Susumu Ogawa and Frank T. Piller}, journal = {MIT Sloan Management Review}, number = 2, pages = {65-71}, volume = 47, year = 2006, issn = {1532-9194}, abstract = {The article presents guidelines for minimizing the risks of new product development. An alternative that some companies have implemented is to integrate customers into the innovation process. Firms also ask for commitments from customers to purchase a new product before commencing any final development and manufacturing. Collective customer commitment combines the ideas of postponement and mass customization. Product development, like any other management task, requires important decisions about tradeoffs as managers choose what to do. The article presents guidelines for minimizing the risks of new product development. An alternative that some companies have implemented is to integrate customers into the innovation process. Firms also ask for commitments from customers to purchase a new product before commencing any final development and manufacturing. Collective customer commitment combines the ideas of postponement and mass customization. Product development, like any other management task, requires important decisions about tradeoffs as managers choose what to do.}, biburl = {http://www.bibsonomy.org/bibtex/277927bfe44a0485b5ecbf5acd2f5b1d9/callagialla}, keywords = {productsPRODUCT ManagementNEW IndustrialMANAGEMENTMANUFACTURING managementResearch, productsCUSTOMER processesMARKETING relationsDESIGN, -- COMMERCIAL Industrial} } @article{RYNES.2006, title = {“GETTING ON BOARD” WITH AMJ: BALANCING QUALITY AND INNOVATION IN THE REVIEW PROCESS}, author = {SARA L. RYNES}, journal = {Academy of Management Journal}, number = 6, pages = {1097-1102}, volume = 49, year = 2006, issn = {0001-4273}, abstract = {There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/2245dfa0f9f97e4cf91104109efb8868d/callagialla}, keywords = {innovationsLONGITUDINAL sciences enterpriseschangeTECHNOLOGICAL methodSOCIAL Research -- BUSINESS} } @article{SAPSED.2005, title = {HOW SHOULD "KNOWLEDGE BASES" BE ORGANISED IN MULTI-TECHNOLOGY CORPORATIONS?}, author = {JONATHAN D. SAPSED}, journal = {International Journal of Innovation Management}, number = 1, pages = {75-102}, volume = 9, year = 2005, issn = {1363-9196}, abstract = {This paper addresses a key interest in Keith Pavitt's later work; the organisational arrangements for co-ordinating technological knowledge. It also concurs with Pavitt's insistence on the constraints on managerial agency and his nihilistic amusement at frustrated plans. The paper considers Pavitt's conceptualisation of knowledge bases as technical disciplines and argues that there is an inconspicuous sub-level of specialised knowledge base associated with tools, products, project experience and requirements that may hamper the intents of higher-level organisation design. Two contrasting case studies are analysed of organisations attempting to manage transitions that are aimed at improving co-ordination processes. The first has moved from organisation around functional disciplines to product-based, cross-functional teams, while the second has done the reverse. The paper reviews the effects of these opposing organizational solutions on the processes of knowledge integration within the firms, the effects on communities of practice and the ways in which the systems have developed and adapted in response to the reorganisations. The paper challenges some of the simplistic prescriptions offered in the literature and provides further fuel for the debates over organisation design and the knowledge integration task. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2590f114b9baadd384de1bbd99c65462d/callagialla}, keywords = {organisationorganisation knowledgeknowledge baseOrganisational Keith teamsINDUSTRIAL basesmatrix organizationKNOWLEDGE managementMANAGEMENT designPAVITT, CROSS-functional -- ResearchMATRIX} } @article{Quinn.1985, title = {Managing Innovation: Controlled Chaos}, author = {James Brian Quinn}, journal = {Harvard Business Review}, number = 3, pages = {73-84}, volume = 63, year = 1985, abstract = {World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/2751d5bde37cd705b91a5ead8d09c54f3/callagialla}, keywords = {innovationsMANAGEMENT -- abilitySMALL planningTECHNOLOGICAL CREATIVE innovations ability Technological progressCREATIVE managementINVENTIONSNEW business productsSTRATEGIC stylesTECHNOLOGICAL in businessEXECUTIVESINDUSTRIAL} } @article{Talay.2005, title = {Resolving the Innovation Paradox: Enhancing Growth in Technology Companies}, author = {Mehmet Berk Talay}, journal = {Journal of Product Innovation Management}, number = 6, pages = {540-542}, volume = 22, year = 2005, issn = {0737-6782}, abstract = {Reviews the book "Resolving the Innovation Paradox: Enhancing Growth in Technology Companies," by Georges Haour. Reviews the book "Resolving the Innovation Paradox: Enhancing Growth in Technology Companies," by Georges Haour.}, biburl = {http://www.bibsonomy.org/bibtex/2cc1bc2b99ad182bd23a73b258ecd6e4c/callagialla}, keywords = {-- (Book) Technology the Growth Companies in ReviewsNONFICTIONHAOUR, Paradox: TECHNOLOGYBOOKS Enhancing GeorgesRESOLVING Innovation} } @article{Tschang.2005, title = {VIDEOGAMES AS INTERACTIVE EXPERIENTIAL PRODUCTS AND THEIR MANNER OF DEVELOPMENT}, author = {F. Ted Tschang}, journal = {International Journal of Innovation Management}, number = 1, pages = {103-131}, volume = 9, year = 2005, issn = {1363-9196}, abstract = {This paper is a first attempt to systematically explore the main characteristics of videogames and the particular problems encountered in their development. As an example of an emerging creative industry, videogames are an instance of what we term interactive experiential products. Our study is based on 65 project reports, which were used to examine how the product's interactive nature created certain characteristics in the product's development processes. We find that videogame development displays experiential processes similar to those used in other products which embody "experiential" development processes, such as frequent milestones and testing, multiple design iterations, multifunctional teams and strong project leadership. We also show that there are some subtleties or peculiarities that are specific to games even within these characteristics, such as more complex concurrent development, pipelining and integration issues. Some characteristics are more unique to videogame development, such as "feature creep" and "feature iteration". In general, this results from the complex combination of technology, (creative) game design and (artistic) content within videogames, which causes complexity and uncertainty in the development process. At one extreme, videogames may suffer from not being subject to a full testing cycle until near the end of the project, and given the high uncertainty of consumer's receptivity to the product, this makes for a difficult development situation. While the use of more rational development processes (such as formal software development practices from software engineering) could help with these issues, new thinking can also be done in the future about whether new and more appropriate product development models can be developed to address the needs of videogame development. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/24aa6c9ef27b947ad83e9e523f3ea5f5b/callagialla}, keywords = {developmentvideogamesinteractivity -- toysMANAGEMENT ResearchVIDEO gamesProduct managementELECTRONIC gamesELECTRONIC PRODUCT} } @article{Thomke.2002, title = {Customers as Innovators: A New Way to Create Value}, author = {Stefan Thomke and Eric Von Hippel}, journal = {Harvard Business Review}, number = 4, pages = {74-81}, volume = 80, year = 2002, abstract = {Product R&D at many companies is a major bottleneck. The difficulty is that fully understanding the needs of just a single customer can be an inexact and costly process--to say nothing of the needs of all customers or even groups of them. In the course of studying product innovation across many industries, authors Stefan Thomke and Eric von Hippel have found several companies that have adopted a completely new, seemingly counterintuitive, approach to product R&D. Essentially, these companies have abandoned their efforts to understand exactly what products their customers want; instead, they equip customers with tool kits to design and develop their own products. Doing so can create tremendous value, but capturing that value is hardly a simple or straightforward process. Not only must a company develop the right tool kit, but it must also revamp its business models and management mind-set. When companies relinquish a fundamental task--such as designing a new product--to customers, the two parties must redefine their relationship, and this change can be risky. With custom computer chips, for instance, companies traditionally captured value by both designing and manufacturing innovative products. With customers taking over more of the design, companies must now focus more on providing the best custom manufacturing. In other words, the location where value is created and is captured changes, and companies must reconfigure their business models accordingly. This article offers basic principles and lessons for industries undergoing such transformations. ABSTRACT FROM PUBLISHER Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Product R&D at many companies is a major bottleneck. The difficulty is that fully understanding the needs of just a single customer can be an inexact and costly process--to say nothing of the needs of all customers or even groups of them. In the course of studying product innovation across many industries, authors Stefan Thomke and Eric von Hippel have found several companies that have adopted a completely new, seemingly counterintuitive, approach to product R&D. Essentially, these companies have abandoned their efforts to understand exactly what products their customers want; instead, they equip customers with tool kits to design and develop their own products. Doing so can create tremendous value, but capturing that value is hardly a simple or straightforward process. Not only must a company develop the right tool kit, but it must also revamp its business models and management mind-set. When companies relinquish a fundamental task--such as designing a new product--to customers, the two parties must redefine their relationship, and this change can be risky. With custom computer chips, for instance, companies traditionally captured value by both designing and manufacturing innovative products. With customers taking over more of the design, companies must now focus more on providing the best custom manufacturing. In other words, the location where value is created and is captured changes, and companies must reconfigure their business models accordingly. This article offers basic principles and lessons for industries undergoing such transformations. ABSTRACT FROM PUBLISHER Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/2b5b8df7c12093363e43993b041698b46/callagialla}, keywords = {productsVALUE addedCUSTOMIZATIONMARKETING adoptionRESEARCH ResearchNEW preferencesMANAGEMENT development CONSUMERS' -- designINNOVATION & strategyPARTNERINGPRODUCT} } @article{Tranfield.2003, title = {Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review}, author = {David Tranfield and David Denyer and Palminder Smart}, journal = {British Journal of Management}, number = 3, pages = {207-222}, volume = 14, year = 2003, abstract = {Undertaking a review of the literature is an important part of any research project. The researcher both maps and assesses the relevant intellectual territory in order to specify a research question which will further develop the knowledge base. However, traditional ‘narrative’ reviews frequently lack thoroughness, and in many cases are not undertaken as genuine pieces of investigatory science. Consequently they can lack a means for making sense of what the collection of studies is saying. These reviews can be biased by the researcher and often lack rigour. Furthermore, the use of reviews of the available evidence to provide insights and guidance for intervention into operational needs of practitioners and policymakers has largely been of secondary importance. For practitioners, making sense of a mass of often-contradictory evidence has become progressively harder. The quality of evidence underpinning decision-making and action has been questioned, for inadequate or incomplete evidence seriously impedes policy formulation and implementation. In exploring ways in which evidence-informed management reviews might be achieved, the authors evaluate the process of systematic review used in the medical sciences. Over the last fifteen years, medical science has attempted to improve the review process by synthesizing research in a systematic, transparent, and reproducible manner with the twin aims of enhancing the knowledge base and informing policymaking and practice. This paper evaluates the extent to which the process of systematic review can be applied to the management field in order to produce a reliable knowledge stock and enhanced practice by developing context-sensitive research. The paper highlights the challenges in developing an appropriate methodology. ABSTRACT FROM AUTHOR Copyright of British Journal of Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Undertaking a review of the literature is an important part of any research project. The researcher both maps and assesses the relevant intellectual territory in order to specify a research question which will further develop the knowledge base. However, traditional ‘narrative’ reviews frequently lack thoroughness, and in many cases are not undertaken as genuine pieces of investigatory science. Consequently they can lack a means for making sense of what the collection of studies is saying. These reviews can be biased by the researcher and often lack rigour. Furthermore, the use of reviews of the available evidence to provide insights and guidance for intervention into operational needs of practitioners and policymakers has largely been of secondary importance. For practitioners, making sense of a mass of often-contradictory evidence has become progressively harder. The quality of evidence underpinning decision-making and action has been questioned, for inadequate or incomplete evidence seriously impedes policy formulation and implementation. In exploring ways in which evidence-informed management reviews might be achieved, the authors evaluate the process of systematic review used in the medical sciences. Over the last fifteen years, medical science has attempted to improve the review process by synthesizing research in a systematic, transparent, and reproducible manner with the twin aims of enhancing the knowledge base and informing policymaking and practice. This paper evaluates the extent to which the process of systematic review can be applied to the management field in order to produce a reliable knowledge stock and enhanced practice by developing context-sensitive research. The paper highlights the challenges in developing an appropriate methodology. ABSTRACT FROM AUTHOR Copyright of British Journal of Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/23a42615d7d1310ca4d0237510e2ba208/callagialla}, keywords = {sciencesSYSTEMATIC ofPROBLEM Rating (Medical research) -- solvingKNOWLEDGE DECISION reviews managementMEDICAL makingEXECUTIVES} } @article{Sharma.2004, title = {Linking Product Development Outcomes to Market Valuation of the Firm: The Case of the U.S. Pharmaceutical Industry}, author = {Anurag Sharma and Nelson Lacey}, journal = {Journal of Product Innovation Management}, number = 5, pages = {297-308}, volume = 21, year = 2004, issn = {0737-6782}, abstract = {The purpose of this research was to examine empirically the effects of new product development outcomes on overall firm performance. To do so, first product development and finance literature were connected to develop three testable hypotheses. Next, an event study was conducted in order to explore whether the changes in the stock market valuation of firms are influenced by the outcomes of efforts to develop new products. The pharmaceutical industry was chosen as the empirical context for the present study's analysis largely because the gate-keeping role played by the Food and Drug Administration (FDA) provides a specific event date on which to focus the event study methodology. As such, this study's events were dates of public announcements of the FDA decisions to approve or to reject the New Drug Applications submitted by the sponsoring firms. Consistent with the efficient market hypothesis, this study's results show that market valuations are responsive strongly and cleanly to the success or failure of new product development efforts. Hence, one of this study's key results suggests that financial markets may be attuned sharply to product development outcomes in publicly traded firms. This study also finds that financial market losses from product development failures were much larger in magnitude than financial market gains from product development successes—indicating an asymmetry in the response of financial markets to the success and failure of new product development efforts. Hence, another implication of this study's results is that managers should factor in a substantial risk premium when considering substantial new development projects. The present study's results also imply that managers should refrain from hyping new products and perhaps even should restrain the enthusiasm that the financial community may build before the product fully is developed. The effect on firm value is severe when expectations about an anticipated new product are not... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) The purpose of this research was to examine empirically the effects of new product development outcomes on overall firm performance. To do so, first product development and finance literature were connected to develop three testable hypotheses. Next, an event study was conducted in order to explore whether the changes in the stock market valuation of firms are influenced by the outcomes of efforts to develop new products. The pharmaceutical industry was chosen as the empirical context for the present study's analysis largely because the gate-keeping role played by the Food and Drug Administration (FDA) provides a specific event date on which to focus the event study methodology. As such, this study's events were dates of public announcements of the FDA decisions to approve or to reject the New Drug Applications submitted by the sponsoring firms. Consistent with the efficient market hypothesis, this study's results show that market valuations are responsive strongly and cleanly to the success or failure of new product development efforts. Hence, one of this study's key results suggests that financial markets may be attuned sharply to product development outcomes in publicly traded firms. This study also finds that financial market losses from product development failures were much larger in magnitude than financial market gains from product development successes—indicating an asymmetry in the response of financial markets to the success and failure of new product development efforts. Hence, another implication of this study's results is that managers should factor in a substantial risk premium when considering substantial new development projects. The present study's results also imply that managers should refrain from hyping new products and perhaps even should restrain the enthusiasm that the financial community may build before the product fully is developed. The effect on firm value is severe when expectations about an anticipated new product are not... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/21ef8e1979e38eebecb02a4acff29fc25/callagialla}, keywords = {enterprises industryPRODUCT managementSECURITIES productsPHARMACEUTICAL marketsUNITED BUSINESS -- ValuationNEW States} } @article{Hitt.1989, title = {Managing New Product Innovations (Book Review)}, author = {Michael A. Hitt}, journal = {Academy of Management Executive}, number = 3, pages = {252-254}, volume = 3, year = 1989, abstract = {Reviews the book "Managing New Product Innovations," by William E. Souder. Reviews the book "Managing New Product Innovations," by William E. Souder.}, biburl = {http://www.bibsonomy.org/bibtex/25fb28164e31c553b7db970fcd02ebc04/callagialla}, keywords = {Innovations New (Book) William E.MANAGING Product -- NEW ReviewsNONFICTIONSOUDER, productsBOOKS} }