@article{Miller.2006, title = {INNOVATION RULES!}, author = {William L. Miller}, journal = {Research Technology Management}, number = 2, pages = {8-14}, volume = 49, year = 2006, issn = {0895-6308}, abstract = {Emphasizes the need to consider product, process, people and politics in managing and producing an innovative product.Components of the dominant design for business growth; Types of processes involved in effective innovation management; Factors to consider when developing the capability of people involved in innovative processes.}, biburl = {http://www.bibsonomy.org/bibtex/2d8ad3290519d29edfdad0f556e409841/callagialla}, keywords = {COMMERCIAL IndustrialTECHNOLOGICAL innovations managementResearch, productsNEW productsPRODUCT} } @article{McCann.1991, title = {Design Principles for an Innovating Company}, author = {Joseph E. McCann}, journal = {Academy of Management Executive}, number = 2, pages = {76-93}, volume = 5, year = 1991, abstract = {There can be no more formidable challenge for a young company than to learn how to compete in the emerging global technology marketplace. When that company must also run the FDA regulatory gauntlet, falter, and then come back to win big, there is the basis for a good story. When a bench chemist accidentally licked his finger almost twenty years ago in a G.D. Searle lab, there was little reason to suspect that the product which would finally come to market would become one of the most profitable and widely-used food products in U.S. history. This article is not meant to lift the veil on the story behind this product, but to help other U.S. companies learn how to compete on what I call the new playing field for corporate innovation. The commercialization of aspartame, or NutraSweet as it is known, is a story filled with lessons for young technology-intensive companies facing this challenge. 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 can be no more formidable challenge for a young company than to learn how to compete in the emerging global technology marketplace. When that company must also run the FDA regulatory gauntlet, falter, and then come back to win big, there is the basis for a good story. When a bench chemist accidentally licked his finger almost twenty years ago in a G.D. Searle lab, there was little reason to suspect that the product which would finally come to market would become one of the most profitable and widely-used food products in U.S. history. This article is not meant to lift the veil on the story behind this product, but to help other U.S. companies learn how to compete on what I call the new playing field for corporate innovation. The commercialization of aspartame, or NutraSweet as it is known, is a story filled with lessons for young technology-intensive companies facing this challenge. 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/2b0b9854ab58187c69542bc0a59608a14/callagialla}, keywords = {& COMMERCIAL States industry innovationsINTERNATIONAL marketsUNITED productsCOMPETITIONFOOD tradeTECHNOLOGICAL} } @article{Luo.2005, title = {Design of Robust New Products under Variability: Marketing Meets Design}, author = {Lan Luo and P.K. Kannan and Babak Besharati and Shapour Azarm}, journal = {Journal of Product Innovation Management}, number = 2, pages = {177-192}, volume = 22, year = 2005, issn = {0737-6782}, abstract = {In designing consumer durables such as appliances and power tools, it is important to account for variations in product performance across different usage situations and conditions. Since the specific usage of the product and the usage conditions can vary, the resultant variations in product performance also can impact consumer preferences for the product. Therefore, any new product that is designed should be robust to these variations—both in product performances and consumer preferences. This article refers to a robust product design as a design that has (1) the best possible (engineering and market) performance under the worst-case variations and (2) the least possible sensitivity in its performance under the variations. Achieving these robustness criteria, however, implies consideration of a large number of design factors across multiple functions. This article's objectives are (1) to provide a tutorial on how variations in product performance and consumer preferences can be incorporated in the generation and comparison of design alternatives and (2) to apply a multi-objective genetic algorithm (MOGA) that incorporates multifunction criteria in order to identify better designs while incorporating the robustness criteria in the selection process. Since the robustness criteria is based on variations in engineering performance as well as consumer preferences, the identified designs are robust and optimal from different functional perspectives, a significant advantage over extant approaches that do not consider robustness issues from multifunction perspectives. This study's approach is particularly useful for product managers and product development teams, who are charged with developing prototypes. They may find the approach helpful for obtaining customers' buy-in as well as internal buy-in early on in the product development cycle and thereby for reducing the cost and time involved in developing prototypes. This study's approach and its usefulness are... [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/291d87ec45c00392a6d4b4da24b16588b/callagialla}, keywords = {COMMERCIAL designPOWER productsCONSUMERSMARKETINGNEW productsPRODUCT tools} } @article{Pini.2005, title = {Innovation Types and Labour Organisational Practices: A Comparison of Foreign and Domestic Firms in the Reggio Emilia Industrial Districts}, author = {Paolo Pini and Grazia D. Santangelo}, journal = {Economics of Innovation & New Technology}, number = 4, pages = {251-276}, volume = 14, year = 2005, abstract = {In his Theory of Economic Development, Schumpeter introduced the distinction between different innovation types. Since then, a variety of studies have addressed this topic. However, despite of the recognised significance of more de-verticalised organisational forms in shaping and directing firms' innovative performance, no attempt has been made, as far as our knowledge is concerned, to investigate whether these practices are linked to the introduction of specific innovation types. The aim of the study is to fill this gap by investigating the impact of de-verticalised forms of labour organisational practices, different modes of organising research and development activity and the nature of employees' competences on the likelihood of introducing different types of innovations, controlling for firm's size and sectoral specificities. The results obtained on a sample of 199 firms located in Reggio Emilia province in Italy confirm that innovation development is a heterogeneous activity. The empirical evidence gathered also shows that foreign and domestic firms do not differ, to some extent, in the introduction of different kinds of innovations. However, being foreign or domestic is a discriminating factor in the introduction of innovations stimulating labour organisational developments. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2132af299ef1e9d7a5ec5e1525a83b329/callagialla}, keywords = {COMMERCIAL and competences councilsProductProcess districtsRESEARCHTECHNOLOGICAL information innovationsHorizontal innovationsQUALITYCENTRAL labor modesEmployees' organisational productsINDUSTRIAL quality structureR&D} } @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 = {-- COMMERCIAL Industrial IndustrialMANAGEMENTMANUFACTURING ManagementNEW managementResearch, processesMARKETING productsCUSTOMER productsPRODUCT relationsDESIGN,} } @article{Sahay.2003, title = {The Role of Resource Access, Market Considerations, and the Nature of Innovation in Pursuit of Standards in the New Product Development Process}, author = {Arvind Sahay and Debra Riley}, journal = {Journal of Product Innovation Management}, number = 5, pages = {338-355}, volume = 20, year = 2003, issn = {0737-6782}, abstract = {Standards influence new product development (NPD) in high-technology markets. However, existing work on standards has focused exclusively on one aspect of standards—compatibility standards. This article has the following goals. First, we delineate the concept of customer interface standards as distinct from compatibility standards. This distinction is important from a product development and technology adoption perspective. Second, we propose and show that antecedent factors may motivate a firm differently about the emphasis that the firm should put on a type of standard (compatibility or customer interface) that it follows. For example, we propose that appropriability regime affects pursuit of customer interface standards and compatibility standards differently. Finally, we illustrate how resource access and the nature of the innovation also influence a firm's decision to pursue a standard type. Finally, we propose that pursuit of different standards (customer interface or compatibility) affects the NPD process in terms of (1) sourcing and dissemination of technology and (2) the customer utility for the product, which influences adoption. We collected perceptual data from a sample of marketing and technology managers in high-tech industries in the UK using both formative and reflective scales to measure the constructs. Analysis of the data using LISREL supports our contention that compatibility standards and customer interface standards are distinct constructs and that appropriability regime influences compatibility standards and customer interface standards differently. We also find that pursuit of compatibility standards helps a firm to create direct externalities pursuit of customer interface standards helps firms to develop indirect network externalities and technological advantage in the market. Our findings have the following implications. First, managers need to account explicitly for the difference between compatibility and customer interface... [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/233e1cfbfecb942528a3bb15450cefcd4/callagialla}, keywords = {COMMERCIAL IndustrialSUPPLY chains makingNEW managementResearch, productsDECISION productsPRODUCT} } @article{Schneider.2005, title = {Improving the Stage-Gate PROCESS}, author = {Joan Schneider}, journal = {Frozen Food Age}, number = 10, pages = {38-38}, volume = 53, year = 2005, abstract = {Presents advice to improve the Stage-Gate Process, a model used by product developers in the U.S. to create new products, by treating launch, a stage included in the process, as a separate phase or period.Benefits from the Stage-Gate Process; Process that successfully propels a new product into the marketplace and sustains it over time; Elements of the launch stage. Presents advice to improve the Stage-Gate Process, a model used by product developers in the U.S. to create new products, by treating launch, a stage included in the process, as a separate phase or period.Benefits from the Stage-Gate Process; Process that successfully propels a new product into the marketplace and sustains it over time; Elements of the launch stage.}, biburl = {http://www.bibsonomy.org/bibtex/264cbda7b6236542b7ac9fe8107daf9e0/callagialla}, keywords = {COMMERCIAL States managementUNITED productsMARKETINGNEW productsPRODUCT} } @article{Franke.2006, title = {Finding Commercially Attractive User Innovations: A Test of Lead-User Theory}, author = {Nikolaus Franke and Eric Von Hippel and Martin Schreier}, journal = {Journal of Product Innovation Management}, number = 4, pages = {301-315}, volume = 23, year = 2006, issn = {0737-6782}, abstract = {Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... 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) Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... 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/2b99c2910fc21b9a1f2d6ee54dedec37c/callagialla}, keywords = {CIC COMMERCIAL KITE MARKETING Methodology NEW RESOURCE TECHNOLOGICAL innovations management, products, strategy, surfing,} } @article{Ettlie.1984, title = {Organization Strategy and Structural Differences for Radical versus Incremental Innovation}, author = {John E. Ettlie and William P. Bridges and Robert D. O'Keefe}, journal = {Management Science}, number = 6, pages = {682-695}, volume = 30, year = 1984, issn = {0025-1909}, abstract = {The purpose of this study was W testa model of the organizational innovation process that suggests that the strategy-structure causal sequence is differentiated by radical versus incremental innovation. That is, unique strategy and structure will be required for radical innovation, especially process adoption, while more traditional strategy and structure arrangements tend to support new product introduction and incremental process adoption. This differentiated theory is strongly supported by data from the food processing industry. Specifically, radical process and packaging adoption are significantly promoted by an aggressive technology policy and the concentration of technical specialists. Incremental process adoption and new product introduction tends to be promoted in large, complex, decentralized organizations that have market dominated growth strategies. Findings also suggest that more traditional structural arrangements might be used for radical change initiation if the general tendencies that occur in these dimensions as a result of increasing size can be delayed, briefly modified, or if the organization can be partitioned structurally for radical vs. incremental innovation. In particular, centralization of decision making appears to be necessary for radical process adoption along with the movement away from complexity toward more organizational generalists. This suggests that a greater support of top managers in the innovation process is necessary to initiate and sustain radical departures from the past for that organization. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2ff691d513d7d6edff3b438b43eaf7d51/callagialla}, keywords = {COMMERCIAL changePRODUCT costingOrganizational managementSTRATEGIC planningRAPID productsDIRECT prototyping} } @article{Ettlie.2007, title = {Modified Stage-Gates®: Regimes in New Product Development}, author = {John E. Ettlie and Jorg M. Elsenbach}, journal = {Journal of Product Innovation Management}, number = 1, pages = {20-33}, volume = 24, year = 2007, issn = {0737-6782}, abstract = {The purpose of this research was to explore the nature of the Stage-Gate®process in the context of innovative projects that not only vary in new product technology (i.e., radical versus incremental technology) but that also involve significant new product development technology (i.e., new virtual teaming hardware-software systems). Results indicate that firms modify their formal development regimes to improve the efficiency of this process while not significantly sacrificing product novelty (i.e., the degree to which new technology is incorporated in the new offering). Four hypotheses were developed and probed using 72 automotive engineering managers involved in supervision of the new product development process. There was substantial evidence to creatively replicate results from previous benchmarking studies; for example, 48.6% of respondents say their companies used a traditional Stage-Gate®process, and 60% of these new products were considered to be a commercial success. About a third of respondents said their companies are now using a modified Stage-Gate®process for new product development. Auto companies that have modified their Stage-Gate®procedures are also significantly more likely to report (1) use of virtual teams; (2) adoption of collaborative and virtual new product development software supporting tools; (3) having formalized strategies in place specifically to guide the new product development process; and (4) having adopted structured processes used to guide the new product development process. It was found that the most significant difference in use of phases or gates in the new product development process with radical new technology occurs when informal and formal phasing processes are compared, with normal Stage-Gate®usage scoring highest for technology departures in new products. Modified Stage-Gate®had a significant, indirect impact on organizational... 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 explore the nature of the Stage-Gate®process in the context of innovative projects that not only vary in new product technology (i.e., radical versus incremental technology) but that also involve significant new product development technology (i.e., new virtual teaming hardware-software systems). Results indicate that firms modify their formal development regimes to improve the efficiency of this process while not significantly sacrificing product novelty (i.e., the degree to which new technology is incorporated in the new offering). Four hypotheses were developed and probed using 72 automotive engineering managers involved in supervision of the new product development process. There was substantial evidence to creatively replicate results from previous benchmarking studies; for example, 48.6% of respondents say their companies used a traditional Stage-Gate®process, and 60% of these new products were considered to be a commercial success. About a third of respondents said their companies are now using a modified Stage-Gate®process for new product development. Auto companies that have modified their Stage-Gate®procedures are also significantly more likely to report (1) use of virtual teams; (2) adoption of collaborative and virtual new product development software supporting tools; (3) having formalized strategies in place specifically to guide the new product development process; and (4) having adopted structured processes used to guide the new product development process. It was found that the most significant difference in use of phases or gates in the new product development process with radical new technology occurs when informal and formal phasing processes are compared, with normal Stage-Gate®usage scoring highest for technology departures in new products. Modified Stage-Gate®had a significant, indirect impact on organizational... 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/21197dbef62c9c2519199e19a3d2b979c/callagialla}, keywords = {& -- COMMERCIAL Design IndustrialTECHNOLOGICAL construction efficiencyNEW innovationsAUTOMOBILES managementResearch, productsPRODUCT productsRESEARCHINDUSTRIAL} }