Showing papers in "Journal of Product Innovation Management in 2004"

TL;DR: In this article, the relationship between market orientation and new-product success has been examined and a measure of proactive market orientation has been developed to measure both responsive and proactive market orientations.

TL;DR: The work by Clayton Christensen and colleagues on disruptive technology serves as a springboard to examine five key issues concerning the effect of technological change on firms and industries as mentioned in this paper, including the definition of disruptive technology, predictive use of the theory of technological disruption, explaining the success of incumbents, the implications of the technology theory for the merits of being customer-oriented, and the importance of creating a spin-off to commercialize the disruptive technology.

TL;DR: In this article, the authors analyzed the value created by toolkits for user innovation and design and found that the toolkit's ability to allow customers to customize products to suit their individual preferences creates value for them in a business-to-consumer (B2C) setting.

TL;DR: In this article, the authors present a model for the fuzzy front-end decision making process for discontinuous innovations, and outline a more detailed and comprehensive approach to understand the nature of the decision making processes.

TL;DR: It was suggested that divergent thinking was facilitated through the opportunity to combine different information elements that appeared separate at the outset, such as personal needs coupled with the functionality of mobile phone services.

TL;DR: In this paper, the authors investigated the structural relationship among market orientation, new product advantage, the proficiency in new product launch activities, and organizational performance and found that market orientation is related positively to product advantage and to the proficiency of market testing, launch budgeting, launch strategy, and launch tactics.

TL;DR: In this article, the authors investigated the impact of organizational, new product development (NPD) and management commitment on the outcome of international NPD programs and found that the best performing firms were those with an open and innovative global NPD culture, they ensure that sufficient resources are committed to the NPD program, and their senior managers played an active and involved role in the international nPD effort.

TL;DR: In this paper, the authors examined how the most influential business-to-business (B2B) customers, both existing and potential, involved in providing input to a new product development (NPD) project influence new product advantage.

TL;DR: In this article, a portfolio management approach that selects a sequence of projects, which maximizes the expected economic returns at an acceptable level of risk for a given level of resources in a new product development pipeline is proposed.

TL;DR: In this paper, the authors explore internal innovation success factors, i.e., success factors associated with the innovating firm's competencies, by taking a decision-making perspective.

TL;DR: In this article, 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.

TL;DR: Wang et al. as discussed by the authors conducted 19 interviews with managers involved in new product development in 11 different Chinese firms to investigate the relationship between market orientation and organizational climate and new product performance.

TL;DR: In this paper, a model of the product adaptation process is developed to understand better the motivation of firms to adapt their products for export markets as well as the performance implications of adapting products.

TL;DR: In this article, a citation analysis of the 10 leading technology and innovation management (TIM) specialty journals is conducted to gain insights into the relative ranking of the journals and how the journals relate to each other and the related implications of these findings are considered.

TL;DR: In this paper, the authors examine empirically the effects of new product development outcomes on overall firm performance and find that market valuations are responsive strongly and cleanly to the success or failure of product development efforts.

TL;DR: The role of visual processing in new product evaluation is examined to provide insights into the role of visualization content (self-related versus others-related images) in product evaluation as it differentially relates to two separate types of products incremental products and really new products.

TL;DR: The authors of this study discovered that the adoption of an overlapping approach without a high level of interfunctional team use may not be time efficient, if a firm has to work to a timetable that avoids development delays.

TL;DR: The work of innovation management involves cross-functional coordination among specialists and managers with different work orientations, time horizons, professional backgrounds, and values (Ford and Randolph, 1992) as discussed by the authors.

TL;DR: This article found that most companies are beginning to develop products that are new to the firm, industry, and the world (nearly half, or 10 of 21 new product projects), where they had not been eager for radical change in the past.

TL;DR: In this paper, the authors examine how organizations learn from their experiences in new product introductions and find that firms' brands are less successful the more experience they have, which they interpret as evidence of a competency trap.

TL;DR: In this article, the authors describe the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and research and development at both the front and back ends of the product development, increasing productive interaction between the groups.

TL;DR: In this article, a methodology for ranking centers of active research on the management of technology and innovation (MOT) is presented, which identifies 120 centers of MOT research in different parts of the world.

TL;DR: In this paper, the authors used a split sample mail survey to compare stripped, embellished, and visual concept formulations for five heterogeneous product concepts and found that respondents' answers to attitude and purchase intention questions showed only minor variation with different formulations of the concept test statement.

TL;DR: In this article, the authors revisited earlier work in this journal by Paul Herbig (1991) that proposed a catastrophe model of industrial product adoption under certain conditions, and presented an empirical estimation of the model.