http://www.bibsonomy.org/burst/user/callagialla/systemsNEWBibSonomy BuRST Feed for /user/callagialla/systemsNEW2008-08-21T05:09:02+02:00http://www.bibsonomy.org/bibtex/2ad83bfd7b7c4d654805f56d35555dcf0/callagiallacallagialla2008-03-20T21:20:07+01:00managementINFORMATION managementTECHNOLOGICAL management productsPRODUCT systemsNEW information INFORMATION innovationsKNOWLEDGE technologyMANAGEMENT resources <span style="color:#555555;">J. <a href="http://www.bibsonomy.org/author/Daniel Sherman">Daniel Sherman</a> and David <a href="http://www.bibsonomy.org/author/Berkowitz">Berkowitz</a> and William E. <a href="http://www.bibsonomy.org/author/Souder">Souder</a> </span><em>Journal of Product Innovation Management</em><em>22(5):399-411</em>(<em>2005</em>)Thu Mar 20 21:20:07 CET 2008Journal of Product Innovation Management5399-411New Product Development Performance and the Interaction of Cross-Functional Integration and Knowledge Management222005managementINFORMATION managementTECHNOLOGICAL management productsPRODUCT systemsNEW information INFORMATION innovationsKNOWLEDGE technologyMANAGEMENT resources Previous research on cross-functional integration between research and development (R&D) &nd &arketing &as &ocused &n &he &evelopment &f &ppropriate &tructural &odes &nd &evels &f &ntegration &nd &ooperation &cross &he &&D–marketing interface. A gap in the previous research in this area has been the failure to investigate the integration of information from past related product development projects (i.e., knowledge management). In this investigation of R&D–marketing integration, variables from the emerging research literature on organizational learning and knowledge management are examined. By simultaneously investigating the effects of knowledge management variables and R&D–marketing integration, this gap in the literature is addressed. The results demonstrate that the combined effects of R&D–marketing integration and knowledge management in the form of recording, retrieving, and reviewing information from past projects results in interaction effects. In 8 of 18 tests interactions were found. In 6 of 18 tests these resulted in the form of amplification effects with dependent variables such as product prototype development proficiency, product launch proficiency, technological core competency fit, and design change frequency. 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) Previous research on cross-functional integration between research and development (R&D) &nd &arketing &as &ocused &n &he &evelopment &f &ppropriate &tructural &odes &nd &evels &f &ntegration &nd &ooperation &cross &he &&D–marketing interface. A gap in the previous research in this area has been the failure to investigate the integration of information from past related product development projects (i.e., knowledge management). In this investigation of R&D–marketing integration, variables from the emerging research literature on organizational learning and knowledge management are examined. By simultaneously investigating the effects of knowledge management variables and R&D–marketing integration, this gap in the literature is addressed. The results demonstrate that the combined effects of R&D–marketing integration and knowledge management in the form of recording, retrieving, and reviewing information from past projects results in interaction effects. In 8 of 18 tests interactions were found. In 6 of 18 tests these resulted in the form of amplification effects with dependent variables such as product prototype development proficiency, product launch proficiency, technological core competency fit, and design change frequency. 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)