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Dissertation

Project radicalness and maturity: a contingency model for the importance of enablers of technological innovation

About: The article was published on 2003-04-01 and is currently open access. It has received 4 citations till now. The article focuses on the topics: Maturity (finance) & Contingency theory.

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Citations
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Journal Article
TL;DR: This article showed that certain types of dialogue can spur technical creativity and that coaching dialogues that support a scientist's autonomy while providing guidance can be particularly effective for staving off stammers.

9 citations

References
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Journal ArticleDOI
TL;DR: It is found that the frequency of user involvement and number of users contacted increased as projects progressed from idea generation to commercialization and specific measures of uncertainty were related to user involvement.

158 citations

Journal ArticleDOI
TL;DR: In this article, a survey of 50 projects in 25 firms was conducted to compare routine and novel development projects, and identify the influence of project novelty on the frequency of use and perceived usefulness of a range of different tools and methods.
Abstract: In this paper we review the range of formal tools and techniques available to support the new product development process, and examine the use and usefulness of these by means of a survey of 50 projects in 25 firms. For each firm, we compare routine and novel development projects, and identify the influence of project novelty on the frequency of use and perceived usefulness of a range of different tools and methods. In terms of usefulness, focus groups, partnering customers and lead users and prototyping are all considered to be more effective for high novelty projects, and segmentation least useful. Cross-functional development teams are commonplace for all types of project, but are significantly more effective for the high novelty cases. In addition, many tools rated as useful are not commonly used, and conversely some tools in common use are considered to be of limited use.

154 citations

Journal ArticleDOI
TL;DR: In this article, the authors explore organizational learning for new product development through a study of thirteen innovation teams from Apple, IBM, and HP, and explain when each learning type is appropriate and why.
Abstract: This article explores organizational learning for new product development through a study of thirteen innovation teams from Apple, IBM, and HP. There are three types of organizational learning: Within-Team Learning, Cross-Team Learning, and Market Learning. A new product team need not excel at all three. In fact, under different circumstances some types of learning can actually be detrimental to a project's outcome. This article discusses each of these learning types and explains when each is appropriate and why.

153 citations

Journal ArticleDOI
TL;DR: In this paper, Bela Gold draws on his experience with product and process development in a wide array of industries to identify eight approaches to accelerate the development process of new products, and briefly appraises the potentials, limitations, and risks of each and then discusses implications for a more promising strategy.

151 citations

Journal ArticleDOI
TL;DR: In this article, a new comprehensive hierarchical framework for QFD planning process and a zero-one goal programming model for the selection of design requirements are proposed, which is probably the most important management tool developed to assure quality in new or improved products and services.
Abstract: Quality function deployment (QFD) is a structured approach to seek out customers, understand their needs, and ensure that their needs are met. QFD is probably the most important management tool developed to assure quality in new or improved products and services. As with any other tool, the quantum of benefits obtained from the use of QFD is proportional to the effectiveness of its use. To enhance the effectiveness and efficiency of QFD as a means to transfer the “voice of the customer” into design and production, a new comprehensive hierarchical framework for QFD planning process and a zero‐one goal programming model for the selection of design requirements are proposed. The hierarchical framework contributes to the strategic guidance and provides clear direction for QFD teams during the construction of the house of quality. The decision model assists in determining a set of design requirements that most effectively meet customer needs subject to limited resources and other organizational restrictions. An illustrative example is also provided to demonstrate the practical usage of the design selection model.

150 citations