G
Gary S. Lynn
Researcher at Stevens Institute of Technology
Publications - 97
Citations - 10873
Gary S. Lynn is an academic researcher from Stevens Institute of Technology. The author has contributed to research in topics: New product development & Team learning. The author has an hindex of 46, co-authored 97 publications receiving 9463 citations. Previous affiliations of Gary S. Lynn include April & Lynn University.
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Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations
Ned Kock,Gary S. Lynn +1 more
TL;DR: A new approach for the assessment of both vertical and lateral collinearity in variance-based structural equation modeling is proposed and demonstrated in the context of the illustrative analysis, showing that standard validity and reliability tests do not properly capture lateral collInearity.
Journal ArticleDOI
Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations
Ned Kock,Gary S. Lynn +1 more
TL;DR: In this paper, a new approach for the assessment of both vertical and lateral collinearity in variance-based structural equation modeling is proposed and demonstrated in the context of the illustrative analysis.
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Marketing and Discontinuous Innovation: The Probe and Learn Process
TL;DR: The disappointing performance of U.S. firms during the 1980s in technology-intensive, global markets (such as consumer electronics, office and factory automation, and semiconductor memories) has been widely attributed to a failure to continuously and incrementally improve products and processes as discussed by the authors.
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Marketing and Discontinuous Innovation: The Probe and Learn Process
TL;DR: In this paper, the authors present case studies of four discontinuous innovations (CAT scanners (by GE), optical fibers (by Corning), cellular phones (by Motorola), and NutraSweet® (by Searle, now Monsanto) and demonstrate how they are fundamentally different from the conventional process of incremental innovation.
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Knowledge Networks in New Product Development Projects: A Transactive Memory Perspective
TL;DR: It is found that team stability, team member familiarity, and interpersonal trust had apositive impact on the transactive memory system and also had a positive influence on team learning, speed-to-market, and new product success.