Showing papers in "Journal of Product Innovation Management in 2012"

TL;DR: In this paper, a real-world comparison of ideas actually generated by a firm's professionals with those generated by users in the course of an idea generation contest is presented, which suggests that, at least under certain conditions, crowdsourcing might constitute a promising method to gather user ideas that can complement those of a firm' professionals at the idea generation stage in NPD.

TL;DR: In this paper, the authors identify the bottom of the pyramid (BOP) markets as a new source of radical innovation and suggest that external constraints can be utilized to build an innovation sandbox within which new products and business models can be created.

TL;DR: In this paper, the authors provide an updated and extended meta-analytic investigation of the factors affecting new product success (NPS) using Henard and Szymanski's meta-analysis as the most comprehensive recent summary of empirical findings.

TL;DR: In this article, a model is developed that integrates market orientation, marketing capability, innovation capability, and customer and innovation-related performance, and the validity of the model is tested based on a sample of 163 manufacturing and services firms.

TL;DR: In this article, a model of adoption contextualized to the base-of-the-pyramid (BOP) market is proposed, based on theories of innovation and poverty, and drawing on the emergent subsistence market literature.

TL;DR: In this paper, the authors present the results of a detailed case-study investigation of co-creation in radical service innovation, focusing on the emergence of a radical telematics-based motor insurance service.

TL;DR: In this paper, an analysis of 13 year-long university projects on BoP-focused concept and prototype development conducted between 2006 and 2010 is presented to identify factors necessary for effective product development for BoP markets.

TL;DR: In this paper, the authors empirically explored the performance of idea markets in a real-world field study at a large, high-tech business-to-business company that includes more than 500 participants from 17 countries.

TL;DR: In this article, a theoretical model of the process and structure for the fuzzy front-end (FFE) of new product development (NPD) for discontinuous innovations was proposed, where information flow in the early development of such innovations moves from the environment into the firm, facilitated by individuals playing three key roles at three decision-making interfaces: the boundary spanner at the boundary interface, the gatekeeper at the gatekeeping interface, and what is identified in this paper as the project broker.

TL;DR: In this article, the authors conducted a Delphi methodology with 20 leading innovation researchers to examine the likely dimensions of NPD and corresponding definitions to validate the NPD practices framework originally proposed by Kahn, Barczak, and Moss.

TL;DR: In this paper, a meta-analytic study examines the effects of NPD team characteristics on three different measures of success: effectiveness (market success), efficiency (meeting budgets and schedules), and speed-to-market, requiring incorporation of a broader set of team variables than previous studies to capture more factors explaining NPD outcomes.

TL;DR: In this paper, the authors examined the state of the art in new service development (NSD) research published in the period between 1982, when the first NSD article appeared in an academic journal, and 2008.

TL;DR: In this article, the authors examined multiple network characteristics simultaneously in relation to innovation performance and thereby aligns with and builds further on configuration theory, which posits that for each set of network characteristics, there exists an ideal set of organizational characteristics that yields superior performance.

TL;DR: In this paper, the authors use a conceptual framework and modeling tool, the innovation value chain (IVC), to highlight strengths and weaknesses in the innovation performance of a key group of firms-new technology-based firms.

TL;DR: In this paper, the authors examined the implicit assumption that faster is better as it relates to new product success (NPS) from the perspectives of time-compression diseconomies and absorptive capacity.

TL;DR: This article investigated the trade-off decision that consumers face when choosing between a product that is perceived to be more sustainable (i.e., more socially and environmentally responsible) and another product that instead offers superior functional performance.

TL;DR: In this paper, the authors investigate the moderating role of an explorative versus an exploitive innovation program and show that the extent to which a company develops explorative rather than exploitative innovations is a better moderator than environmental uncertainty in the relationship between RD&E-marketing collaboration and new product program performance.

TL;DR: In this article, the authors investigate two successful physical product-based early-stage firms' development processes versus large established firm norms. But, the authors focus on the start-up adoption of commonly prescribed management processes, such as cross-functional teams, use of market planning during innovation development, and the use of structured processes to guide the development team.

TL;DR: In this article, the authors examined the effects of various internal and external factors on different forms of alignment and the effect of these forms on a set of NPD performance indicators, and found that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors.

TL;DR: In this paper, the authors examine how the engagement between Fabindia and communities of handloom artisans in India has persisted over a period of five decades and propose a process model that highlights the role of innovative management practices in sustaining engagements between firms and BoP producers over time.

TL;DR: The authors examined how responsive and proactive market orientations interact with exploratory and exploratory learning to affect new product performance and found that exploratory learnings performed better with proactive market orientation than with responsive market orientation.

TL;DR: In this paper, the authors explore under which circumstances an autonomous team is the best choice for new product development (NPD), based on contingency and information-processing theories, and the relative effectiveness of four types of team structures: autonomous, functional, lightweight, and heavyweight are compared.

TL;DR: In this paper, the authors developed a research model that considers managers' cognition, attitude, subjective norms, and perceived behavioral control as important factors affecting their intention to apply virtual customer integration (VCI) for new product development (NPD).

TL;DR: In this paper, the authors evaluated whether a focus on the customer, the technology, the competitor, or the interfunctional coordination will have the greatest impact on new product success, and whether the effectiveness of a specific SO varies with the environment.

TL;DR: In this article, the authors developed an operational definition of strategic decision-making flexibility and proposed a framework to understand the drivers and the subsequent new product performance outcomes of the strategic decision making flexibility.

TL;DR: In this paper, the authors identify the firms that produce the reciprocal outbound activity for "providers", and empirically investigate such providers of ideas, solutions, and technologies for other firms' open innovation activities.

TL;DR: In this article, the influence of informal structural dimensions, such as loose coupling, multiplexity, and redundancy, on the organizational adaptive capability of a firm's product innovativeness is investigated.

TL;DR: New product development (NPD) is a knowledge-intensive activity as mentioned in this paper, perhaps even more so in recent years given the shift toward more open innovation processes, which involve active inward and outward...

TL;DR: In this paper, the authors examined how collaboration with suppliers and a group of users that experience needs unknown to the public, the so-called lead users, affects the resulting variety of the products offered.