Showing papers in "Journal of Product Innovation Management in 1997"

TL;DR: The most recent survey of best practices for NPD in the U.S. was conducted by Griffin et al. as mentioned in this paper with the goal of determining the current status of NPD practices and performance; understanding how product development has changed from five years ago; determining whether NPD practice and performance differ across industry segments; and investigating process and product development tools that differentiate product development success.

TL;DR: In this article, the authors explore the management practices and the environmental factors that relate most closely to successful integration of suppliers into the new product development (NPD) process and identify supplier membership on the NPD project team as the greatest differentiator between most and least successful integration efforts.

TL;DR: Song et al. as discussed by the authors conducted a study of cross-functional cooperation during new product development in Mexican high-tech firms and found that the strongest, most direct effects on crossfunctional cooperation and NPD performance come from a firm's evaluation criteria, reward structures, and management expectations.

TL;DR: The CHRYSLER TRANSPLANTED JAPANESE-STYLE SUPPLIER RELATIONS to the COMPETITIVE SOIL OF the United States is described in this paper.

TL;DR: Lambe and Spekman as mentioned in this paper explored the relationship between discontinuous technological change and technology sourcing alliances, and found that the attractiveness of alliances also varies as a result of changes in the levels of urgency and uncertainty throughout the DTC life cycle.

TL;DR: Ottum et al. as discussed by the authors examined the relationship between market information processing and new product success and found that the most important factors for product success are market information shared, market information used, and financial success.

TL;DR: Hultink et al. as discussed by the authors examined the interplay between product launch decisions and NPD performance and found that the strategic decisions managers make regarding product innovativeness, market targeting, the number of competitors, and whether the product is marketing- or technology-driven are associated with subsequent tactical decisions regarding branding, distribution expenditure and intensity, and pricing.

TL;DR: Bayus et al. as discussed by the authors studied the relationship between product development time and costs, and fomulates a mathematical model that simultaneously considers the decisions regarding time-to-market and product performance levels.

TL;DR: Wasti et al. as mentioned in this paper explored the factors that affect Japanese automotive firms' purchase of design work from their component suppliers and found that supplier involvement offers performance benefits for both the supplier and the buyer.

TL;DR: Kahn and McDonough as discussed by the authors conducted a study that explores several issues regarding co-location and its relationship to inter-departmental integration, performance, and satisfaction, and found that the benefits of co-locating marketing and R&D exceed those of colocating manufacturing and r&D.

TL;DR: Souder and Song as mentioned in this paper examined the relationship between product success and several product design and market choice strategies and found that the correct strategy combination differs depending on a firm's perception of market uncertainty, which they measure in terms of respondents' perceived familiarity with the market for a product, perceived understanding of customer needs, and perceived capability to translate those needs into product performance specifications.

TL;DR: Souder et al. as discussed by the authors compared the relative NPD proficiency of small, technology-based firms in the United States and New Zealand and found that the N.Z. firms placed greater emphasis on marketing skills and NPD proficiencies.

TL;DR: Calantone et al. as mentioned in this paper explored the relationship among new product success rates, proficiency in the execution of NPD activities, and the perceived level of hostility in the competive environment.

TL;DR: Song et al. as discussed by the authors developed and tested a causal model of the relationships among the key variables leading to new product performance, including process skills, project management skills, alignment of skills with needs, team skills, and design sensitivity.

TL;DR: In this paper, economic, behavioral and technological forces are leading us into an era of knowledge-as opposed to technological-innovation, and management systems must be viewed holistically.

TL;DR: Zien and Buckler as mentioned in this paper found seven traits widely shared from one company to the next, irrespective of business focus, geography, or nationality, which not only serve to reconcile the culturally contradictory demands of the three critical stages of innovation, the "fuzzy front end", the product development process, and marketplace operations, but also condition the company as a whole to sustain its innovative capacity over time.

TL;DR: Lilly et al. as mentioned in this paper investigated the effect of the timing of new product preannouncements (NPPAs) on the effectiveness of such communications and found that early NPPAs are more appropriate for complex or highly innovative products as well as those that carry high switching costs for buyers.

TL;DR: In this paper, Atuahene-Gima et al. developed a model for exploring the characteristics that affect new-product adoption by the salesforce and found that salespeople with intuitive problem-solving styles are more likely to adopt a new product and are less likely to engage in dysfunctional behavior in the selling process.

TL;DR: In the continuing quest for better project management skills and techniques, experience plays a crucial role as discussed by the authors, and many of us count as our most valuable management lessons those that were learned as the result of failure.

TL;DR: In a case study of a large, geographically distributed product development project, Ari-Pekka Hameri and Jukka Nihtila find that Web-based applications can play an important role in new-product development (NPD) efforts and suggest that these networked information technology (IT) applications can offer important benefits in terms of project and process management.

TL;DR: In this paper, a consumer-based approach is used to distinguish between process and product innovation using a model based on choice theory, and an empirical illustration of the model is also presented.

TL;DR: Wakasugi and Koyata as mentioned in this paper conducted a statistical study of the innovation efficiency of Japanese electrical machinery firms and found no evidence to support the hypothesis that an increase in firm size improves the efficiency of innovation activity.

TL;DR: Song and Parry as mentioned in this paper examined the sociocultural differences between R&D and marketing managers in Japanese high-technology firms and found that Japanese managers have a stronger preference for high-risk, high-return investments compared to their colleagues in marketing.

TL;DR: Spivey et al. as discussed by the authors introduced a new metaphor, or paradigm, for product development: a fractal paradigm, which focuses on those few key factors that must be managed continually, throughout all levels of the organization, to ensure successful commercialization of new products.

TL;DR: In this article, the authors present a case study of one firm's efforts to build capabilities for creating new products quickly and efficiently, focusing on the process this electromechanical manufacturing firm used for changing its product development strategy.

TL;DR: Sigvald Harryson as discussed by the authors identified four key mechanisms underlying successful product innovation at Canon and Sony: strategic training and job rotation for engineers, application-driven R&D, direct transfer of development teams from research to production, and extensive networking with external centers of excellence and key suppliers.

TL;DR: Dickens et al. as mentioned in this paper examined the possibility of interactions between two elements of concept testing: product positioning statements-in this case, statements of taste, gentleness, and all-natural ingredients-and product trial.

TL;DR: In this paper, the authors present a job rotation strategy that relies on strong external networks with key suppliers and university-based researchers as important sources for acquiring new technologies and the competencies needed to support them.

TL;DR: Methe et al. as discussed by the authors pointed out that despite the decentralized network structure of the Japanese PC industry, one company (NEC) was able to achieve a dominant market share by striking the right balance between technological innovation, motivation of third-party developers of software and peripherals, and service to its installed base of customers.