http://www.bibsonomy.org/burst/user/callagialla/NEWBibSonomy BuRST Feed for /user/callagialla/NEW2008-08-21T05:01:41+02:00http://www.bibsonomy.org/bibtex/28aadf750da6902f510f7c33dccf99e2b/callagiallacallagialla2008-03-31T14:38:05+02:00productsPRODUCT NEW managementNeues ProduktProduktmanagement <span style="color:#555555;">Steven C. <a href="http://www.bibsonomy.org/author/Wheelwright">Wheelwright</a> and Kim B. <a href="http://www.bibsonomy.org/author/Clark">Clark</a> </span><em>Free Press, </em><em>New York, </em>(<em>1992</em>)Mon Mar 31 14:38:05 CEST 2008New YorkRevolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality1992productsPRODUCT NEW managementNeues ProduktProduktmanagement http://www.bibsonomy.org/bibtex/2048df3d4fc3be351464cda47628386c3/callagiallacallagialla2008-03-20T21:24:32+01:00innovationsCREATIVE ability in NEW productsTECHNOLOGICAL technology <span style="color:#555555;">Haiyang <a href="http://www.bibsonomy.org/author/Li">Li</a> and Kwaku <a href="http://www.bibsonomy.org/author/Atuahene-Gima">Atuahene-Gima</a> </span><em>Academy of Management Journal</em><em>44(6):1123-1134</em>(<em>2001</em>)Thu Mar 20 21:24:32 CET 2008Academy of Management Journal61123-1134Product Innovation Strategy and the Performance of New Technology Ventures in China442001innovationsCREATIVE ability in NEW productsTECHNOLOGICAL technology Investigating the effect of product innovation strategy on the performance of new technology ventures in China, we found the innovation-performance link was contingent on both environmental factors, including environmental turbulence and institutional support, and the relationship-based strategies of the ventures, such as strategic alliances for product development and political networking. Our results suggest the need for simultaneous consideration of environment- and relationship-based strategy factors as moderators in the discourse on product innovation strategy among new technology ventures.http://www.bibsonomy.org/bibtex/29c3e2a7669aa99cfc006995995f67158/callagiallacallagialla2008-03-20T21:24:32+01:00MARKETING CIC forecastingTECHNOLOGICAL NEW Research, management Industrial transfer, innovationsTECHNOLOGY TECHNOLOGICAL products PRODUCT research, <span style="color:#555555;">Christian <a href="http://www.bibsonomy.org/author/Lüthje">L&#252;thje</a> and Cornelius <a href="http://www.bibsonomy.org/author/Herstatt">Herstatt</a> </span><em>R&amp;D Management</em><em>34(5):553-568</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008R&D Management5553-568The Lead User Method: an Outline of Empirical Findings and Issues for Future Research342004MARKETING CIC forecastingTECHNOLOGICAL NEW Research, management Industrial transfer, innovationsTECHNOLOGY TECHNOLOGICAL products PRODUCT research, In order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. 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 order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. 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)http://www.bibsonomy.org/bibtex/29550fa6017b8403afe2c65a73374aab6/callagiallacallagialla2008-03-20T21:24:32+01:00productsPRODUCT industriesRAPID Britain prototypingPRODUCT managementResearch, NEW designGREAT IndustrialMANUFACTURING <span style="color:#555555;">Helen <a href="http://www.bibsonomy.org/author/Perks">Perks</a> and Rachel <a href="http://www.bibsonomy.org/author/Cooper">Cooper</a> and Cassie <a href="http://www.bibsonomy.org/author/Jones">Jones</a> </span><em>Journal of Product Innovation Management</em><em>22(2):111-127</em>(<em>2005</em>)Thu Mar 20 21:24:32 CET 2008Journal of Product Innovation Management2111-127Characterizing the Role of Design in New Product Development: An Empirically Derived Taxonomy222005productsPRODUCT industriesRAPID Britain prototypingPRODUCT managementResearch, NEW designGREAT IndustrialMANUFACTURING This article empirically explores the nature of the role of design in the new product development process. The investigation adopts a multiple case study methodology. Data were collected through a six-month interview program carried out with mid-size to large U.K. manufacturing companies. The researchers articulate the scope and detailed nature of actions undertaken by design across all phases of the new product development process. Design functional, integration, and leadership actions are unraveled from the data. A taxonomy characterizing three roles for design in new product development is developed and explained. In the first role, design is explored as a functional specialism. The second categorization develops the role of design as part of a multifunctional team. The third role depicts the designer as process leader. Detailed actions and skills associated with each role are discussed and illustrated. Contextual factors explaining and influencing each design role are unraveled. These are articulated as speed of development process, innovativeness of the product development effort, and use of external design agencies. The implications of these findings for the development of design skills and capabilities are discussed in terms of recruitment, training, and educational policies. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2474b84eb67ceef52f6e154018af4df1a/callagiallacallagialla2008-03-20T21:24:32+01:00innovationsTILE industry NEW productsTECHNOLOGICAL <span style="color:#555555;">Maria J. <a href="http://www.bibsonomy.org/author/Oltra">Oltra</a> and Marisa <a href="http://www.bibsonomy.org/author/Flor">Flor</a> </span><em>Creativity &amp; Innovation Management</em><em>12(3):137-144</em>(<em>2003</em>)Thu Mar 20 21:24:32 CET 2008Creativity & Innovation Management3137-144The Impact of Technological Opportunities and Innovative Capabilities on Firms’ Output Innovation122003innovationsTILE industry NEW productsTECHNOLOGICAL In this study, we analyse the effect that external sources of knowledge and absorptive capacity exert on a firm's output innovation. In addition, we examine the moderating influence of absorptive capacity on the effect that technological opportunities have on output innovation. Empirical research was carried out on a sample of 91 Spanish firms from the ceramic tile industry. Absorptive capacity is operationalized by ‘systematic or continuous R&D’ and output innovation by ‘percentage of sales from new products’. Technological opportunities are divided into several industry and non-industry related variables. Our results show the positive effect that both the industry's technological opportunities and a systematic approach to R&D exert on output innovation. Moreover, firms with a systematic approach to R&D usually achieve higher innovation output than firms which do not follow this approach. The innovation results of this second group decrease as a result of embedded technology acquisition. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2082da7a112ba7bb241af44701106dce4/callagiallacallagialla2008-03-20T21:24:32+01:00managementINTRANETS (Computer networks) productsPRODUCT NEW <span style="color:#555555;">Petteri <a href="http://www.bibsonomy.org/author/Piippo">Piippo</a> and Jouni <a href="http://www.bibsonomy.org/author/Koivuniemi">Koivuniemi</a> and Hannu <a href="http://www.bibsonomy.org/author/Kärkkäinen">K&#228;rkk&#228;inen</a> and Markku <a href="http://www.bibsonomy.org/author/Tuominen">Tuominen</a> and Takaya <a href="http://www.bibsonomy.org/author/Ichimura">Ichimura</a> </span><em>International Journal of Technology Management</em><em>25(6/7):631-</em>(<em>2003</em>)Thu Mar 20 21:24:32 CET 2008International Journal of Technology Management6/7631-Intranet based system for a product innovation management process252003managementINTRANETS (Computer networks) productsPRODUCT NEW A high quality product development process is a critical success factor for product innovations. Many companies have developed process models to support thc management of product innovation processes. The defined management process models arc not always flexible enough and sufficiently easy to use to ensure their regular usage in companies. This study utilises the possibilities of interact technologies to build a system to promote product innovation management (PIM), to support thc usc of management process models and to meet thc defined development requirements for PIM. Our paper describes thc developed system and clarifies its possibilities, advantages and limitations. Thc system includes different process models, it assists in thc selection of an appropriate process model, and provides instructions for thc implementation of thc different stages in thc PIM process. Thc developed system provides companies with a framework for building their own management systems. ABSTRACT FROM AUTHOR Copyright of International Journal of Technology Management is the property of Inderscience Enterprises Ltd. 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) A high quality product development process is a critical success factor for product innovations. Many companies have developed process models to support thc management of product innovation processes. The defined management process models arc not always flexible enough and sufficiently easy to use to ensure their regular usage in companies. This study utilises the possibilities of interact technologies to build a system to promote product innovation management (PIM), to support thc usc of management process models and to meet thc defined development requirements for PIM. Our paper describes thc developed system and clarifies its possibilities, advantages and limitations. Thc system includes different process models, it assists in thc selection of an appropriate process model, and provides instructions for thc implementation of thc different stages in thc PIM process. Thc developed system provides companies with a framework for building their own management systems. ABSTRACT FROM AUTHOR Copyright of International Journal of Technology Management is the property of Inderscience Enterprises Ltd. 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)http://www.bibsonomy.org/bibtex/25e9690adf01c399dbfa6db8b67651186/callagiallacallagialla2008-03-20T21:20:07+01:00productsCREATIVE ability NEW <span style="color:#555555;">Mats <a href="http://www.bibsonomy.org/author/Sundgren">Sundgren</a> and Alexander <a href="http://www.bibsonomy.org/author/Styhre">Styhre</a> </span><em>Creativity &amp; Innovation Management</em><em>12(3):145-161</em>(<em>2003</em>)Thu Mar 20 21:20:07 CET 2008Creativity & Innovation Management3145-161Creativity – A Volatile Key of Success? Creativity in New Drug Development122003productsCREATIVE ability NEW This paper presents a study of successful and creative projects in the pharmaceutical industry. Creativity is here defined as the ability to bring forth a new product within a specific domain of knowledge, namely in gastrointestinal, cardiovascular and oncological medicine. The paper, being based on interviews with 18 of the most leading pre-clinical, clinical and pharmaceutical researchers at former AB Hässle and ICI Pharmaceutical Division, suggests that if creativity is to be managed as an organizational resource, there are at least nine facets that need to be considered. These nine facets range from the most practical aspects to issues of project culture and human faculties such as curiosity and joy. The paper concludes that there is such a thing as creativity management but also claims that creativity is complicated to manage as an organizational resource, since it is based on both tight control and clear objectives at the same time, as there must be space for experimentation, discussions and what could be called non-linear thinking. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2d8bbf35939bdd10a2f49d88744dec834/callagiallacallagialla2008-03-20T21:20:07+01:00Britain NEW innovationsGREAT productsTECHNOLOGICAL <span style="color:#555555;">Alan <a href="http://www.bibsonomy.org/author/Topalian">Topalian</a> </span><em>International Journal of Innovation Management</em><em>4(2):149-171</em>(<em>2000</em>)Thu Mar 20 21:20:07 CET 2008International Journal of Innovation Management2149-171The Role of Innovation Leaders in Developing Long-Term Products42000Britain NEW innovationsGREAT productsTECHNOLOGICAL Leadership and innovation attract increasing attention as business enterprises enter the 21st century. There is a considerable volume of published material on both these topics, yet virtually nothing on the contribution of innovation leaders to the effective management of innovation. A prime duty of innovation leaders is to deliver a continuous stream of profitable innovations over time, by harnessing internal and external resources. This paper explores the role of these individuals in evolving a more systematic approach to enhance innovative performance within their organisations. The perspective adopted is that of radical step change required when planning "long-term" products and services that are at least two generations ahead of those currently on the market. For most organisations, this represents a planning horizon of at least ten years. The discussion draws on the findings of a research survey carried out in the United Kingdom for the British Standards Institution which guided the content of the new British Standard BS7000 Part 1 Guide to Managing Innovation. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/28ad6fa51aecfe222a6e436a70129795b/callagiallacallagialla2008-03-20T21:20:07+01:00productsPRODUCT NEW managementProduktentwicklung <span style="color:#555555;">Preston G. <a href="http://www.bibsonomy.org/author/Smith">Smith</a> and Donald G. <a href="http://www.bibsonomy.org/author/Reinertsen">Reinertsen</a> </span><em>van Nostrand Reinhold, </em><em>New York, </em>(<em>1991</em>)Thu Mar 20 21:20:07 CET 2008New YorkDeveloping Products in Half the Time1991productsPRODUCT NEW managementProduktentwicklung http://www.bibsonomy.org/bibtex/2b768fdc1e6cadc4593d620e3fb75da09/callagiallacallagialla2008-03-20T21:20:07+01:00management NEW productsPROJECT <span style="color:#555555;">Frido <a href="http://www.bibsonomy.org/author/Smulders">Smulders</a> and L&#233;on de <a href="http://www.bibsonomy.org/author/Caluwé">Caluw&#233;</a> and Olivier Van <a href="http://www.bibsonomy.org/author/Nieuwenhuizen">Nieuwenhuizen</a> </span><em>Creativity &amp; Innovation Management</em><em>12(2):109-120</em>(<em>2003</em>)Thu Mar 20 21:20:07 CET 2008Creativity & Innovation Management2109-120The Last Stage of Product Development: Interventions in Existing Operational Processes.122003management NEW productsPROJECT We explored two questions in two empirical studies. In the first study we wanted to find out whether we could describe the interactions between New Product Development (NPD) and Operations by using a generic theory of change management and interventions. In the second study we explored such interventions during implementation and wanted to find out to what extent these interventions followed the theories of change. Some of the interactions are interventions from NPD to Operations in order to change the work of Operations. We found that these interventions and intended changes fit the theories of change management quite well. This means that the change literature gives good insights into the causes of success and failure of these interventions and could mean that, in some respect, we can apply the knowledge of these theories of change management and interventions to the field of NPD. This insight provides a new and additional perspective: NPD to be seen as a process that uses interventions to facilitate, or provoke, change within operational processes. We see too much attention paid to the project management methods and ‘hard’ theories, for example rationality, control, hierarchy, planning, predicting and prescribing. There is good reason to add the more ‘soft’ theories of change to NPD practice, with extra and explicit attention to learning, trial and error, monitoring, tell and sell, empathy, and co-operation. NPD practitioners are also very much focused on the product and less (or not at all) on the actual changes that have to take place in production (Operations) related to the implementation of these processes. For successful implementation interventions need to be tuned towards the receiver. The interventionist (i.e. NPD practitioners) must be aware that there is a range of choice if different intervention strategies in order to tune their intervention efforts more effectively towards the receiver. In order to be able to do this,... [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/25fb28164e31c553b7db970fcd02ebc04/callagiallacallagialla2008-03-20T21:16:13+01:00Innovations E.MANAGING William ReviewsNONFICTIONSOUDER, -- productsBOOKS NEW Product New (Book) <span style="color:#555555;">Michael A. <a href="http://www.bibsonomy.org/author/Hitt">Hitt</a> </span><em>Academy of Management Executive</em><em>3(3):252-254</em>(<em>1989</em>)Thu Mar 20 21:16:13 CET 2008Academy of Management Executive3252-254Managing New Product Innovations (Book Review)31989Innovations E.MANAGING William ReviewsNONFICTIONSOUDER, -- productsBOOKS NEW Product New (Book) Reviews the book "Managing New Product Innovations," by William E. Souder. Reviews the book "Managing New Product Innovations," by William E. Souder.http://www.bibsonomy.org/bibtex/249ab53a64d2f76cb25a9bb36fb9d684e/callagiallacallagialla2008-03-20T21:16:13+01:00NEW productsTECHNOLOGICAL innovationsMANAGEMENT <span style="color:#555555;">Cynthia <a href="http://www.bibsonomy.org/author/Hardy">Hardy</a> and Deborah <a href="http://www.bibsonomy.org/author/Dougherty">Dougherty</a> </span><em>European Management Journal</em><em>15(1):16-</em>(<em>1997</em>)Thu Mar 20 21:16:13 CET 2008European Management Journal116-Powering product innovation151997NEW productsTECHNOLOGICAL innovationsMANAGEMENT Explores the role of power to show how it can both inhibit and facilitate product innovation.Fundamentals of power and innovation; Power of resources; Power of processes; Power of meaning; Configuration of power; Relation between power configuration and innovation success; Example. Explores the role of power to show how it can both inhibit and facilitate product innovation.Fundamentals of power and innovation; Power of resources; Power of processes; Power of meaning; Configuration of power; Relation between power configuration and innovation success; Example.http://www.bibsonomy.org/bibtex/249c99637fa18cedfafe1fe990bb2abd9/callagiallacallagialla2008-03-20T21:16:13+01:00systems productsFUZZY NEW <span style="color:#555555;">J. <a href="http://www.bibsonomy.org/author/Kim">Kim</a> and David <a href="http://www.bibsonomy.org/author/Wilemon">Wilemon</a> </span><em>R&amp;D Management</em><em>32(4):269-279</em>(<em>2002</em>)Thu Mar 20 21:16:13 CET 2008R&D Management4269-279Focusing the Fuzzy Front End in New Product Development322002systems productsFUZZY NEW Effectively managing the ‘upfront or fuzzy front–end’ (FFE) of the product development process is one of the most important, difficult challenges facing innovation managers. In this paper, we define the FFE as the period between when an opportunity is first considered and when an idea is judged ready for development. We classify the outcomes of the FFE into product definition, time, and people dimensions. We suggest several strategies to manage the FFE by assigning a FFE manager or team; by providing organizational support for FFE activities; by understanding the sources of FFE ambiguity; by building an information system; and by developing relationships with supporters, partners, and alliances. 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) Effectively managing the ‘upfront or fuzzy front–end’ (FFE) of the product development process is one of the most important, difficult challenges facing innovation managers. In this paper, we define the FFE as the period between when an opportunity is first considered and when an idea is judged ready for development. We classify the outcomes of the FFE into product definition, time, and people dimensions. We suggest several strategies to manage the FFE by assigning a FFE manager or team; by providing organizational support for FFE activities; by understanding the sources of FFE ambiguity; by building an information system; and by developing relationships with supporters, partners, and alliances. 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)http://www.bibsonomy.org/bibtex/2b99c2910fc21b9a1f2d6ee54dedec37c/callagiallacallagialla2008-03-20T21:14:41+01:00NEW management, COMMERCIAL MARKETING products, CIC Methodology RESOURCE TECHNOLOGICAL strategy, KITE innovations surfing, <span style="color:#555555;">Nikolaus <a href="http://www.bibsonomy.org/author/Franke">Franke</a> and Eric Von <a href="http://www.bibsonomy.org/author/Hippel">Hippel</a> and Martin <a href="http://www.bibsonomy.org/author/Schreier">Schreier</a> </span><em>Journal of Product Innovation Management</em><em>23(4):301-315</em>(<em>2006</em>)Thu Mar 20 21:14:41 CET 2008Journal of Product Innovation Management4301-315Finding Commercially Attractive User Innovations: A Test of Lead-User Theory232006NEW management, COMMERCIAL MARKETING products, CIC Methodology RESOURCE TECHNOLOGICAL strategy, KITE innovations surfing, 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)http://www.bibsonomy.org/bibtex/235b5e4517b34463e39d639096e2d363c/callagiallacallagialla2008-03-20T21:01:58+01:00productsCOMPUTER games NEW <span style="color:#555555;">Yasunori <a href="http://www.bibsonomy.org/author/Baba">Baba</a> and F. <a href="http://www.bibsonomy.org/author/Ted Tschang">Ted Tschang</a> </span><em>International Journal of Innovation Management</em><em>5(4):487-515</em>(<em>2001</em>)Thu Mar 20 21:01:58 CET 2008International Journal of Innovation Management4487-515Product Development in Japanese TV Game Software: The Case of an Innovative Game52001productsCOMPUTER games NEW This paper addresses the issue of developing innovative software with a case study of the emerging prototyping methods used in an innovative game in the Japanese game software industry. Software has traditionally been seen as an efficiency-driven process. But in innovative software, there are other important issues, such as the need to allow for radical redesign in development cycles, and the need to resolve tensions between creative and controlling processes. The paper addresses the broader design issue by documenting the emerging prototyping practices in design-driven and originality-oriented product development. We term this an “outward spiral” software development model, in which the completion of an initial prototyping cycle may lead to significant revisions in design and code, and the possible scrapping of large chunks of code. This model is compared with the development processes used for other types of software and in creative industries like the music industry. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2a5d3f9e8b822bb7e34462150cba1967c/callagiallacallagialla2008-03-20T21:01:58+01:00products, management PRODUCT NEW <span style="color:#555555;">Jos <a href="http://www.bibsonomy.org/author/Benders">Benders</a> and Patrick <a href="http://www.bibsonomy.org/author/Vermeulen">Vermeulen</a> </span><em>International Journal of Innovation Management</em><em>6(2):163-185</em>(<em>2002</em>)Thu Mar 20 21:01:58 CET 2008International Journal of Innovation Management2163-185Too Many Tools? On Problem Solving in NPD Projects62002products, management PRODUCT NEW Complaints that new product development projects frequently encounter problems keep occurring, despite the availability of a considerable body of literature and a large and still increasing set of tools to guide such projects. Against the wider background of managerial problem-solving in general and NPD-literature more specifically, we present and analyse two NPD-projects within the same financial services firm. These show a marked contrast in success. The reasons for this difference are explored and conclusions are drawn about the usefulness of NPD-literature and tools.Keywords: NPD projects; problem solving; use of tools; organization concepts.http://www.bibsonomy.org/bibtex/2d60da8b71827140ae4c010f5b37fa260/callagiallacallagialla2008-03-20T21:01:58+01:00productsPRODUCT management NEW <span style="color:#555555;">John <a href="http://www.bibsonomy.org/author/Bessant">Bessant</a> and David <a href="http://www.bibsonomy.org/author/Francis">Francis</a> </span><em>Technovation</em><em>17(4):189-198</em>(<em>1997</em>)Thu Mar 20 21:01:58 CET 2008Technovation4189-198Implementing the new product development process171997productsPRODUCT management NEW Reports on a case study of an electronic firm designing and implementing a new product development (NPD) system.Emphasis on the organizational development process required to implement and develop ownership of the system; Overview of problem issues in NPD; Design elements of the upgraded process. Reports on a case study of an electronic firm designing and implementing a new product development (NPD) system.Emphasis on the organizational development process required to implement and develop ownership of the system; Overview of problem issues in NPD; Design elements of the upgraded process.