@article{Keizer.2005,
        title = {Risks in New Product Development: Devising a Reference Tool},
        author = {Jimme A. Keizer and Jan-Peter Vos and Johannes I. M. Halman},
        journal = {R&D Management},
        number = 3,
        pages = {297-309},
        volume = 35,
        year = 2005,
        issn = {0033-6807},
	abstract = {This paper describes the development and applicability of a risk reference framework (RRF) for diagnosing risks in technological breakthrough projects. In contrast to existing risk identification strategies, the RRF centers on an integral perspective on risk (i.e. business, technological and organizational) and the assessment of risks in ongoing projects. The resulting RRF consists of 12 main risk categories and 142 connected critical innovation issues and has been developed for a globally operating company in the fast-moving consumer goods industry. Our analyses show that to some extent different project members identified the same risks and that saturation occurred in the number of new risk-issues brought to light. We conclude that the success of breakthrough innovation projects improves through formal risk-assessment.},
	biburl = {http://www.bibsonomy.org/bibtex/2abb93da7f35818ce341ae69a0140cf4b/callagialla},
	keywords = {productivityMANUFACTURING IndustrialRISK INDUSTRIAL innovationsTECHNOLOGY processesResearch, assessmentTECHNOLOGICAL efficiencyINDUSTRIAL}
}

@article{Enkel.2005,
        title = {Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice},
        author = {Ellen Enkel and Javier Perez-Freije and Oliver Gassmann},
        journal = {Creativity & Innovation Management},
        number = 4,
        pages = {425-437},
        volume = 14,
        year = 2005,
        issn = {0963-1690},
	abstract = {Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies. ABSTRACT FROM AUTHOR Copyright of Creativity & 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)
Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies. ABSTRACT FROM AUTHOR Copyright of Creativity & 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/20af2041b04b64a3eafd5925cb5e1431f/callagialla},
	keywords = {IndustrialRISK strategyINTEGRATED innovationsMARKETING managementTECHNOLOGICAL productsPRODUCT marketing managementResearch, INDUSTRIAL managementMARKETINGNEW}
}