BibSonomy publications for /user/callagialla/productsThu Mar 20 21:24:32 CET 2008LudwigsburgSchriftenreihe UnternehmensführungProduktinnovationen als Ergebnis der Koordination von F&E und Marketing: Ursachen, Auswirkungen und Lösungsmöglichkeiten, dargestellt am Beispiel eines Unternehmens der mobilen Kommunikation81992und Management ManagementTechnological Forschung MarketingResearch, innovations products Entwicklung MarketingNew ProduktinnovationInnovationsmanagement Industrial Thu Mar 20 21:24:32 CET 2008R&D Management5553-568The Lead User Method: an Outline of Empirical Findings and Issues for Future Research342004NEW Research, MARKETING Industrial transfer, forecastingTECHNOLOGICAL research, TECHNOLOGICAL products management innovationsTECHNOLOGY PRODUCT CIC 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)Thu Mar 20 21:16:13 CET 2008Journal of Product Innovation Management2110-122Links between Internal and External Cooperation in Product Development: An Exploratory Study212004products managementNEW COOPERATIONINDUSTRIAL 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 2008Journal of Product Innovation Management2104-119Project Management Characteristics and New Product Survival202003products managementWORK managementMANUFACTURING -- environmentEXECUTIVE Testing PROJECT PRODUCT processesMARKETINGNEW ability We develop a conceptual model of new product development (NPD) based on seminal and review articles in order to answer the question, “What project management characteristics will foster the development of new products that are more likely to survive in the marketplace?” Our model adopts Ruekert and Walker's theoretical framework of situational dimensions, structural/process dimensions, and outcome dimensions as an underlying structure. We conceptualize their situational dimensions more narrowly as project management dimensions, allowing us to examine more specifically how project management practices affect the NPD process. In our model, project management dimensions include project manager style, project manager skills, and senior management support. Structural/process dimensions include cross-functional integration and planning proficiency. Outcome dimensions include process proficiency and new product survival. Our empirical analysis finds support for 20 hypotheses, a reversal of one hypothesis, and nonsignificant results for one hypothesis. These results show that projects are best led by managers with strong technical, marketing, and management skills, using a participative style and enjoying early and continuous support from senior management. These project management dimensions promote cross-functional integration and planning, which are important to process proficiency and new product survival. Our study suggests two broad conclusions. First, it confirms the links in the extant literature between situational (project management) dimensions, structural/process dimensions, and outcome dimensions in NPD. Second, firms can improve cross-functional integration and planning through various project management practices. Generally, we find that firms interested in improving both proficiency in their development process and the survival rate of new products should take steps to promote cross-functional integration and to improve their planning... [ABSTRACT FROM AUTHOR]Thu Mar 20 21:01:58 CET 2008International Journal of Innovation Management4517-542Project-Level Influences on the Management and Organisation of Product Development in Engineering52001products ENGINEERINGNEW Thu Mar 20 21:01:58 CET 2008Research Technology Management411-14Set the "Fuzzy Front End" in Concrete452002products PROJECT managementMANAGEMENTNEW Deals with the Stage-Gate process, a project-management process incorporating milestones as it proceeds.Function of Stage-Gate process; Constituent of the success criteria; Success criteria for capabilities-driven strategic innovation program; Product development corporation; Factor which serves a vital purpose in addition to providing the benchmarks for evaluating potential applications and market needs. Deals with the Stage-Gate process, a project-management process incorporating milestones as it proceeds.Function of Stage-Gate process; Constituent of the success criteria; Success criteria for capabilities-driven strategic innovation program; Product development corporation; Factor which serves a vital purpose in addition to providing the benchmarks for evaluating potential applications and market needs.