Showing papers in "Journal of Product Innovation Management in 2006"

TL;DR: In a recent survey of the literature, Danneels et al. as mentioned in this paper summarized what the academic literature has to say about two specific types of disruptive innovations, namely, business-model innovations and radical (new-to-the-world) product innovations.

TL;DR: In this article, the authors present a case study about the process of theory-building in the context of a special issue of JPIM, which is structured in a way that addresses the other scholars' suggestions in a model of the process by which theory is built and improved.

TL;DR: In this paper, the authors empirically tested and confirmed the basic tenets of lead-user theory and uncovered some new refinements and related practical applications using a sample of users and user-innovators drawn from the extreme sport of kite surfing.

TL;DR: The concept of innovation orientation as a system is conceptualized and defined in this paper, and a multidimensional knowledge structure and a framework for understanding innovation orientation and its consequences in an organizational context are developed.

TL;DR: A comprehensive theoretical model of the technological, strategic, and relational aspects of partner selection in codevelopment alliances, as well as the order in which these aspects are practiced is revealed.

TL;DR: In this article, the authors explore the evolution of management systems for enabling radical innovation to occur repeatedly in large firms and report on one aspect of this management system: organizational structures for enabling and nurturing RI.

TL;DR: In this paper, the authors decompose dimensions of product innovativeness along conceptual lines into distinct dimensions, including product advantage and customer familiarity, and empirically test the distinctions using structural equation modeling.

TL;DR: The CAS framework developed within this article maintains a fit among descriptive stance, system behavior, and innovation type, as it considers individual NPD processes to be capable of switching or toggling between different behaviors—linear to chaotic—to produce corresponding innovation outputs that range from incremental to radical in accord with market expectations.

TL;DR: In this paper, the authors argue that the capability to successfully develop and commercialize one type of disruptive innovation is based on the interaction between a firm's strategic orientation (Prospector, Analyzer, Defender) and its selection of target market; and the way it implements its market orientation.

TL;DR: In this article, the authors focus on the influence of knowledge retention and interpretation activities on the organization's ability to integrate knowledge developed in prior new product development projects and on new-product development performance.

TL;DR: In this paper, the authors examine antecedents of trust formation in new product development partnerships and the effect of trust on performance and find that trust is an outcome of communication behavior, shared problem-solving, perceived fairness, the existence of conflicts during the development project, and partner egoism.

TL;DR: A best practices framework for new product development (NPD) is proposed in this article, which is a starting point for much-needed discussion on this topic, as well as a series of rejoinders on the topic of NPD best practice, using the Kahn, Barczak and Moss framework as a focal launching point for these rejoinders.

TL;DR: In this paper, the authors build a typology of organizational knowledge in business services and empirically examine the effects of knowledge on innovation performance, finding that tacit collective knowledge is more closely associated with new service introductions, whereas explicit collective knowledge was associated with service improvements.

TL;DR: In this article, the authors show that the disruption of incumbents is due not to technological innovation per se but rather to incumbents' lack of vision of the mass market and an unwillingness to cannibalize assets to serve that market.

TL;DR: In this paper, the authors propose a definition of traditional and electronic mass customization, which is based on answering three research questions: for which kind of customized goods (products versus services) is mass customization applicable at all? Second, at which step of the value creation process must the customer be given the chance to customize his or her good to be able to speak of mass customization? And finally, which prerequisites in terms of production cost and monetary price need to be fulfilled when comparing mass-customized with mass-produced goods?

TL;DR: In this paper, the authors investigated the impact of team crisis and anxiety on team unlearning behavior in new product development (NPD) teams and found that changes in team members' collective beliefs in accordance with environmental changes and the in-process planning or adjustment of project work activities and procedures as the projects evolve enable teams to develop and launch new products successfully.

TL;DR: This article focuses on integrating various perspectives on product architecture modularity into a general framework and proposes a way to measure the degree of modularization embedded in product architectures.

TL;DR: This article contributes operational perspectives on ethnographic inquiry in general and, in particular, on its effective integration in the front end of the product development process.

TL;DR: In this paper, a survey-based study of 233 manufacturers of industrial products in the Netherlands revealed an inverted U-shaped relationship between development speed and new product profitability, and the optimal point is different for two new product types, product improvements and line additions, that vary in their innovativeness.

TL;DR: In this paper, the authors present a conceptual framework for applying the integrated innovation model to biotech firms and make the case for incorporating market-oriented mechanisms, building and using appropriate organizational capabilities, developing effective collaborations, and creating parallel interactions as major elements in a general strategy toward the success and improved efficiency of biotech companies.

TL;DR: In this article, a cross-sectional survey administered to key members of transnational new product development teams in leading multinational companies across the world was conducted to identify an underlying set of contingencies that provide insights into when and why some knowledge transfer approaches are better than others at integrating knowledge.

TL;DR: In this paper, the authors explore the impact of a firm's product change frequency, also referred to as product change intensity, on its long-term survival and growth and find that firms that release new products frequently will have them viewed more favorably by the market than products with lower change intensities.

TL;DR: This article is a result of a two-staged research process that started with a qualitative explorative phase and ended with a quantitative explorative one, and identifies three different LCF dimensions—frequency of adaptations, rapidity of adaptation, and quality of adaptation—and defines a metric for each of them.

TL;DR: Li et al. as discussed by the authors investigated the relationship between output and process controls and supervisee trust in new product sales and found that process control enhances supervision by itself and also under conditions of intense training for new product selling and when market volatility is perceived as high.

TL;DR: The second annual Product and Service Innovation Conference was held in February 2005 in Park City, Utah and brought together over 40 distinguished and upcoming scholars from 30 flagship universities all over the United States as discussed by the authors.

TL;DR: In this paper, the authors present a survey of 300 organizations in the high-tech sector, which describes a worldwide telephone-based survey, resulting in 190 interviews, a response rate of 63%.