Showing papers in "Journal of Product Innovation Management in 1998"

TL;DR: Veryzer et al. as mentioned in this paper conducted an in-depth study of eight discontinuous product development projects and developed a descriptive model of the discontinuous NPD process and provided insights into the requirements for effective management of discontinuous innovation projects.

TL;DR: Khurana et al. as mentioned in this paper conducted case studies of front-end practices in 18 business units from 12 U.S. and Japanese companies and found that the most significant benefits can be achieved through improvements in the performance of the front end activities such as product strategy formulation and communication, opportunity identification and assessment, idea generation, product definition, project planning, and executive reviews.

TL;DR: Song and Mitzi Montoya-Weiss as mentioned in this paper compare the NPD processes and performance outcomes of really new and incremental products, finding that the really new products in the study surpass the incremental products in meeting profit objectives.

TL;DR: O'Connor et al. as discussed by the authors conducted case studies of eight radical innovation projects and found that the market-related questions that are asked during a radical innovation project differ by stage of development, and they differ from the questions that project teams typically ask during an incremental NPD effort.

TL;DR: Veryzer et al. as mentioned in this paper examined the customer research efforts and findings of seven firms involved in the development of discontinuous new products, and explored the critical factors that influence customers' evaluations of these really new products.

TL;DR: Jassawalla et al. as mentioned in this paper used information from a study of 10 high-tech industrial firms to identify factors that seem to increase cross-functional collaboration in NPD, and they developed a conceptual framework that relates those factors to the level of crossfunctional collaboration achieved in the NPD process.

TL;DR: Adams et al. as discussed by the authors identified three organizational learning barriers: avoiding ambiguity, compartmentalized thinking, and inertia, and identified specific ideas for improving market tools and techniques to help overcome these barriers.

TL;DR: Song et al. as discussed by the authors examined the relationship between new product performance and cross-functional joint involvement between R&D, manufacturing, and marketing in five major stages of the NPD process: market opportunity analysis, planning, development, pretesting, and launch.

TL;DR: Schmidt and Calantone as mentioned in this paper conducted a decision-making experiment in which managers were asked to make go/no-go decisions at each stage in a hypothetical NPD project, one project involved an innovative new product; the other project involved a line extension that offered only marginal size and cost reductions compared to current models.

TL;DR: Souder et al. as mentioned in this paper explored the interplay between technical and market uncertainty, integration, and new-product development effectiveness in terms of such indicators as NPD cycle time, prototype development proficiency, design change frequency (a negative performance indicator), and product launch proficiency.

TL;DR: This article examined what techniques champions actually use to support their projects and what effect champions have on project performance and found that the success of individual championing activities in promoting projects does not correlate with project performance.

TL;DR: Markham et al. as mentioned in this paper investigated the association between championing and the following variables: NPD performance at the program, firm, and project levels; industry characteristics; and project-and firm-related NPD characteristics.

TL;DR: Storey and Easingwood as discussed by the authors identified the components of the augmented service offering (ASO) and examined the relative contributions of these components to the success of new services, and concluded that the customer recognizes and responds to these elements of the ASO, but they are not part of the product core.

TL;DR: Mullins and Sutherland as discussed by the authors conducted interviews with managers who were directly involved in NPD projects at US WEST, Inc., a large, multinational firm in the telecommunications industry, to identify six practices that help the firm address the uncertainty and risk inherent in its rapidly changing markets.

TL;DR: In this paper, a survey of marketing and RD firms was conducted to identify the relationship between those conflict-handling behaviors and positive conflict outcomes, as well as between constructive conflict and new-product success.

TL;DR: Kumar et al. as mentioned in this paper investigated the role of country-specific effects in explaining differences in diffusion parameters, the presence of a lead-lag effect, the use of cultural variables to explain systematically the diffusion patterns across countries, and the merit of country segmentation schemes based on diffusion parameters.

TL;DR: Vriens et al. as mentioned in this paper conducted a study with a European subsidiary of a Japanese manufacturer of car stereo equipment to evaluate both verbal representations and photorealistic pictorial representations of proposed car stereo designs.

TL;DR: Gobeli et al. as discussed by the authors developed a multi-level framework of success versus conflict for team-based, software development projects, and examined context, conflict intensity, and conflict management approaches at the team and organization levels.

TL;DR: In this article, the U.S. and Japanese models of new product success are compared under low and high market familiarity, respectively, and two Japanese models are shown to be more invariant systems.

TL;DR: Using survey responses from more than 300 suppliers to a European automobile OEM, Christer Karlsson, Rajesh Nellore, and Klas Soderquist identify the problems those suppliers face in the specification process and describe the results of case studies conducted in the OEM and two suppliers.

TL;DR: Sengupta et al. as discussed by the authors explored the relationships between a firm's complementary product strategy and such conditions as complementary product opportunity, organizational fit, and the multiplier effect of the complementary product on sales of the primary product.

TL;DR: Keith Goffin suggests that firms may benefit from considering product support requirements during the design stage, in much the same way as design for manufacturability techniques enable firms to increase ease of manufacture.

TL;DR: Ch Chryssochoidis et al. as discussed by the authors explored the interplay between timeliness in international new product rollouts (INPR) and product success, and found that delays in INPR resulted in lower-than-expected product sales and profitability.

TL;DR: Patterson et al. as mentioned in this paper presented a conceptual model that links product innovation activities to revenue growth, and explained how these growth drivers are linked by a set of mathematical relationships that can be presented in the form of an enterprise-specific growth table.

TL;DR: Wood and Brown as discussed by the authors describe methods for managing the successful commercialization of the laser diodes, which play an important role in the operation of CD players and other optical disk readers.

TL;DR: In this article, the authors developed a market contingency framework for understanding the impact of new product development performance on a firm's profitability and found that NPD performance plays a much more important role for explaining the profitability of dominant firms than that of the low market-share firms in the study.

TL;DR: Rackham et al. as discussed by the authors pointed out that the launch and selling of innovative products tend to be product-centered instead of customer-centered, causing customer interest to fade as the selling process progresses.