BibSonomy publications for /user/callagialla/ManagementNEWThu Mar 20 21:24:32 CET 2008European Journal of Operational Research2178-191A multi-project management framework for new product development781994management ECONOMETRIC productsRESOURCE modelsPROJECT managementNEW allocationRISK New product development projects have features of complexity and inter-functionality that make a Project Management approach particularly suitable. Nevertheless, several failures have occurred as traditional Project Management techniques have been applied to New Product Development. Product Innovation Processes, in fact, have peculiarities that need adaptation and modification of traditional techniques. This paper focuses on what seems to be one of the main causes of failure: the need to manage project interdependencies assuring their mutual compatibility at portfolio level. This problem cannot be faced with traditional Multi-Project Management techniques, almost exclusively focused on resource interdependencies. After a brief discussion of the general problem of product innovation as well as of the most critical issues in the implementation of Multi-Project Management, this paper proposes an interpretative model that explains firms' dynamic behavior in Multi-Project Management of new product development. The model could be used as a unique and homogeneous framework supporting the processes of project selection, resource allocation, risk management, priority management and ongoing control. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. 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) New product development projects have features of complexity and inter-functionality that make a Project Management approach particularly suitable. Nevertheless, several failures have occurred as traditional Project Management techniques have been applied to New Product Development. Product Innovation Processes, in fact, have peculiarities that need adaptation and modification of traditional techniques. This paper focuses on what seems to be one of the main causes of failure: the need to manage project interdependencies assuring their mutual compatibility at portfolio level. This problem cannot be faced with traditional Multi-Project Management techniques, almost exclusively focused on resource interdependencies. After a brief discussion of the general problem of product innovation as well as of the most critical issues in the implementation of Multi-Project Management, this paper proposes an interpretative model that explains firms' dynamic behavior in Multi-Project Management of new product development. The model could be used as a unique and homogeneous framework supporting the processes of project selection, resource allocation, risk management, priority management and ongoing control. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. 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)Thu Mar 20 21:24:32 CET 2008Academy of Management Journal3546-564PRODUCT DEVELOPMENT TENSIONS: EXPLORING CONTRASTING STYLES OF PROJECT MANAGEMENT452002engineeringPROJECT managementNEW productsSTRESS INDUSTRIAL styles (Psychology)MANAGEMENT Successful product development requires managing tensions--coping with fluctuating contingencies to foster innovation and efficiency. To investigate this challenge, we explored the nature, dynamics, and impacts of contrasting project management styles. Our conceptual framework details emergent and planned styles. Following 80 projects over two-year periods, we find that these styles offer disparate but interwoven approaches to monitoring, evaluation, and control activities; use of these activities fluctuates over time; a paradoxical blend of styles enhances performance; and uncertainty moderates project management-performance relationships. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management4475-499New Product Development Practices and Export Involvement: An Initial Inquiry72003developmentinternationalisationexport managementNew productsPRODUCT processesNEW product involvement EXPORTSMANUFACTURING This study is an exploratory investigation into the role of new product development practices in the internationalisation process. Specifically, the relationship among five identified new product development practices and three export involvement stages is explored. The analysis of survey data obtained from a national sample of U.S. manufacturing firms provide support for the contention that certain new product development capabilities must exist at all stages of the internationalisation process. The results further support the argument that a subset of new product development capabilities must exist for the firm to pursue strategies that will result in a higher degree of export involvement. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008MIT Sloan Management Review265-71Reducing the Risks of New Product Development472006productsCUSTOMER processesMARKETING managementResearch, -- relationsDESIGN, ManagementNEW productsPRODUCT IndustrialMANAGEMENTMANUFACTURING COMMERCIAL Industrial 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.Thu Mar 20 21:20:07 CET 2008StuttgartManagement von Forschung, Entwicklung und InnovationImitationsmanagement: Nachahmung als Option des Technologiemanagements101992business Strategisches ManagementImitatorTechnological ManagementNew innovations Management enterprises Thu Mar 20 21:20:07 CET 2008Journal of Product Innovation Management126-33Successful Development and Commercialization of Technological Innovation: Insights Based on Strategy Type232006managementNEW CONSUMERSINDUSTRIAL productsTARGET in ability technology marketingTECHNOLOGICAL innovationsCOMMERCIALIZATIONCREATIVE The article discusses a study related to the commercialization of technological innovation. Technological innovation is based on the interaction between a firm's strategic orientation and its selection of target market. Technological innovations create new products based on new underlying technological underpinnings. The basic premise of the adoption and diffusion process is that there are different categories of adopters, each with unique characteristics and buying needs. Recent research has shown that a proactive market-oriented culture is more strongly associated with innovativeness and new product success than is a customer-led culture. A proactive market orientation involves a set of behaviors through which a business attempts to discover, to understand, and to satisfy the latent needs of customers. Another key factor determining a firm's ability to successfully develop and commercialize technological innovation is how the firm comes to understand customer needs. The root causes of the innovator's dilemma are the tyranny of the served market and core rigidities most common to analyzer and defender firms. The article discusses a study related to the commercialization of technological innovation. Technological innovation is based on the interaction between a firm's strategic orientation and its selection of target market. Technological innovations create new products based on new underlying technological underpinnings. The basic premise of the adoption and diffusion process is that there are different categories of adopters, each with unique characteristics and buying needs. Recent research has shown that a proactive market-oriented culture is more strongly associated with innovativeness and new product success than is a customer-led culture. A proactive market orientation involves a set of behaviors through which a business attempts to discover, to understand, and to satisfy the latent needs of customers. Another key factor determining a firm's ability to successfully develop and commercialize technological innovation is how the firm comes to understand customer needs. The root causes of the innovator's dilemma are the tyranny of the served market and core rigidities most common to analyzer and defender firms.Thu Mar 20 21:16:13 CET 2008Journal of Product Innovation Management2110-122Links between Internal and External Cooperation in Product Development: An Exploratory Study212004managementNEW COOPERATIONINDUSTRIAL products While there is an overwhelming amount of publications on cooperation in product development projects, they mainly focus on cooperation between business functions within an organization (internal cooperation) or on cooperation between organizations (external cooperation). Yet the relationship between internal and external cooperation has received only scarce attention. This article studies how internal and external cooperation relate. Following an extensive literature study and 12 exploratory interviews with managers in eight organizations, a case-research design was set up. More specifically, six product development projects were studied in depth, combining data from interviews, questionnaires, and information from secondary sources. Based on these cases, the authors present four different links between internal and external cooperation: (1) Internal cooperation may serve as a mechanism to coordinate external cooperation; (2) Internal cooperative norms are similar to external cooperative norms; (3) External cooperation may stimulate internal cooperation; and (4) Internal cooperation may be an essential part of organizational learning from external partners. The results of this exploratory study prove the interaction between internal and external cooperation to be a subject worthy of investigation and demonstrate that in order to appreciate fully the quality of a firm's external cooperation efforts, they should be studied in combination with the firm's internal interfaces. The authors also show the managerial implications of these links, as well as some directions for further research. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:16:13 CET 2008Creativity & Innovation Management4225-233Types and Timing of Inter-organizational Communication in New Product Development102001in COMMUNICATION managementINDUSTRIAL management productsPRODUCT managementNEW Explores the inter-organizational communication in a research and development project. Complexity of managing the communication between the participants involved in inter-organizational product development; Effective management practices in product development; Description of the periods of rapid change in the new product development process.Thu Mar 20 21:14:41 CET 2008Creativity & Innovation Management4234-242Senior Management Support in the New Product Development Process102001managementNEW INDUSTRIAL productsPRODUCT management Studies the relationship between senior management support to new product development activities by means of a quantitative and qualitative analysis of questionnaire and interview data collected in Great Britain and the Netherlands.Association between senior management cost, and end product quality; Separation of the influence of senior management support on new product development activities into direct and indirect effects.Thu Mar 20 21:01:58 CET 2008Journal of Product Innovation Management156-72Trust Formation in Collaborative New Product Development232006-- ManagementNEW managementATTITUDE (Psychology)EGOISMFAIRNESSTRUST productsPRODUCT MARKETING This research examines antecedents of trust formation in new product development partnerships and the effect of trust on performance. Trust is modeled as an outcome of communication behavior, shared problem-solving, perceived fairness, the existence of conflicts during the development project, and partner egoism. The hypotheses are tested with data on 44 product development partnerships representing the perspective of the manufacturer. The findings suggest that communication behavior and fairness are positive contributors to trust. In contrast, conflicts during product development and perceived egoism of the partner appear to have a detrimental effect. High levels of trust were found to create the conditions for successful outcomes. A higher level of trust clearly differentiates between high- and low-performing collaborative relationships in new product development. Trust also was found to be a powerful mediator, particularly as it relates to mitigating conflicts during such partnerships. 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) This research examines antecedents of trust formation in new product development partnerships and the effect of trust on performance. Trust is modeled as an outcome of communication behavior, shared problem-solving, perceived fairness, the existence of conflicts during the development project, and partner egoism. The hypotheses are tested with data on 44 product development partnerships representing the perspective of the manufacturer. The findings suggest that communication behavior and fairness are positive contributors to trust. In contrast, conflicts during product development and perceived egoism of the partner appear to have a detrimental effect. High levels of trust were found to create the conditions for successful outcomes. A higher level of trust clearly differentiates between high- and low-performing collaborative relationships in new product development. Trust also was found to be a powerful mediator, particularly as it relates to mitigating conflicts during such partnerships. 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)Thu Mar 20 21:01:58 CET 2008Journal of Product Innovation Management2120-135Barriers to Matching New Technologies and Market Opportunities in Established Firms202003innovationsMARKET managementTECHNOLOGICAL productsPRODUCT INDUSTRIAL managementNEW entry In industries that produce high-technology products or are reliant on technology for administrative or manufacturing processes, it is essential appropriately to link technologies to markets in order to increase shareholder value and to build future cash flows. Research and development (R&D) allocations in such industries are greatly dependent on forecasts of the R&D project's estimated potential contribution to future cash flows, which is related to the project's ability to satisfy current or future customer needs. The resource allocation decisions are difficult, however, since both markets and technology are likely to be highly uncertain. Although the innovation literature ably has addressed specific relationships between certain factors and new product development outcomes, less attention has been given to obstacles faced in linking technology to markets. Grounded in a literature-based discussion of technology and market opportunity, the authors develop a conceptual framework for identifying and understanding the barriers facing managers in the process of matching technologies to market opportunities. Technology and market barriers include technology-market linkage, technology availability, technology and market capabilities of competitors, and business model feasibility. Strategy and structure barriers include competition for limited resources, technology capabilities, technology portfolio goals, current market strategies, and competition for control of market charters. Social and cultural barriers include interpretive and communication barriers between functional units and language and cultural barriers within the technology workforce. The article concludes with implications for researchers and managers. The conceptual framework presented here can encourage the development of a stream of research in the area of technology strategy and planning processes, allowing researchers to improve our understanding of the process of technology innovation. Managers can... [ABSTRACT FROM AUTHOR]Thu Mar 20 20:55:15 CET 2008Research Technology Management131-43Benchmarking Best NPD Practices - I472004management managementNEW productsPRODUCT productivityPROJECT BusinessINDUSTRIAL efficiencyINDUSTRIAL OVERVIEW: This first of three articles reports the results of the most recent American Productivity and Quality Center study on performance and best practices in new product development. Performance results achieved on a number of NPD metrics are reported first, followed by a set of Best Performing businesses, what these businesses have in common and--most important--what differentiates them from the rest. This first article focuses on the "people side" of NPD--on how project teams are organized and on other winning characteristics of teams. The climate and culture for innovation within the business proves to be one of the strongest drivers of NPD performance, and the specifics of what the Best Performers have done to achieve this positive climate are outlined. Finally the role of senior management in setting the stage for the business's NPD effort is examined. [ABSTRACT FROM AUTHOR]