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

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

Dissertation•

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

01 Apr 2003-

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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Journal Article•

Environmental uncertainty, organizational integration, and new product development effectiveness: a test of contingency theory - A contingency analysis

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William E. Souder, J. Daniel Sherman, Rachel Davies-Cooper

01 Jan 1998-Journal of Product Innovation Management

132 citations

Journal Article•

Managing innovation: integrating technological, market and organisational change. (Book Reviews)

[...]

David Neil

22 Sep 2002-International Journal of Market Research

58 citations

Journal Article•

Stimulating Innovative Thinking

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Daniel White

01 Jan 1997-Journal of Product Innovation Management

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.

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9 citations

Journal Article•

Technology makes the difference : pursuing advances for business & society

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P. Watts

01 Jan 2000-First Break

1 citations

References

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Journal Article•DOI•

Discontinuous innovation and the new product development process

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Robert W. Veryzer

01 Jul 1998-Journal of Product Innovation Management

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.

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737 citations

Journal Article•DOI•

Technology and competitive advantage

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Michael E. Porter¹•Institutions (1)

Harvard University¹

01 Jan 1985-Journal of Business Strategy

TL;DR: In this article, the authors focus on ways to recognize and exploit the competitive significance of change in order to identify and exploit competitive advantages of technological change in the context of business processes.

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Abstract: Technological innovations can have Important strategic implications for individual companies and can greatly influence industries as a whole. Yet, not all technological change is strategically beneficial. This article focuses on ways to recognize and exploit the competitive significance of change.

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736 citations

Journal Article•DOI•

Factors for success in R&D projects and new product innovation: a contextual framework

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R. Balachandra¹, John H. Friar²•Institutions (2)

Northeastern University¹, Clark University²

01 Aug 1997-IEEE Transactions on Engineering Management

TL;DR: An extensive review of the germane literature to find whether a general agreement exists about the factors leading to success or failure in new product development and R&D projects finds that even with a conservative approach to listing significant factors, the list is very long.

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Abstract: There have been many attempts to discover the critical factors that can indicate the success or failure of R&D projects and new product introductions. Because of the large number of studies that exist, the authors undertook an extensive review of the germane literature to find whether a general agreement exists about the factors leading to success or failure in new product development and R&D projects. The review shows first that even with a conservative approach to listing significant factors, the list is very long. Second, comparing the factors across studies demonstrates that different authors have found that the magnitude of significance and the direction of influence vary. Third, given the differences in context, the meaning of similar factors may also vary. The contradictory findings lead us to propose a contingency framework for the new product and R&D project models. This framework consists of a contingency cube with three contextual dimensions. Based on this framework, we propose a set of propositions. We conclude this paper with a discussion of the implications of a contingent approach for both researchers and managers in the area of management of new products and R&D projects.

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722 citations

Journal Article•DOI•

Accelerating the Development of Technology-Based New Products

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Ashok Kumar Gupta, David Wilemon

01 Jan 1990-California Management Review

TL;DR: In this paper, the authors examined why product development delays occur, the nature of these delays, and what can be done to avoid them and identified four major areas that affect the performance of the new product development process: senior management support; early integration of functional expertise; availability of resources and how they are managed; and an organizational environment that supports teamwork.

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Abstract: The difficulties and uncertainties associated with new product development are increasing along with the pressure to develop more new products. To succeed, companies are finding that they need to develop "better" new products and they need to do so faster. Unfortunately, many companies still follow organizational arrangements and management practices that lead to slow product development. This article examines why product development delays occur, the nature of these delays, and what can be done to avoid them. The findings are based on field interviews and a mail survey of managers involved in developing new products. The study has identified four major areas that affect the performance of the new product development process: senior management support; early integration of functional expertise; availability of resources and how they are managed; and an organizational environment that supports teamwork.

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695 citations

Journal Article•DOI•

Development of a technical innovation audit

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Vittorio Chiesa, Paul Coughlan, Christopher A. Voss

01 Mar 1996-Journal of Product Innovation Management

TL;DR: Chiesa et al. as mentioned in this paper presented a framework for auditing technical innovation management, which goes beyond performance measurement by highlighting problems and needs, and providing information that can be used in developing action plans for improving performance.

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678 citations

"Project radicalness and maturity: a..." refers background or methods in this paper

...process models of the innovation process (Chiesa et al., 1996; Johne & Snelson, 1988) and competence perspectives such as the knowledge-based view of the organisation (Leonard-Barton, 1992). To date, the most comprehensive framework provided in the literature is that of Jensen & Harmsen (2001), which coalesces the six key themes of Craig & Hart (1992) with the four knowledge dimensions of Leonard-Barton (1992). Since this framework is compatible with both the traditional classifications of enablers (most notably that of Cooper & Kleinschmidt (1995)), and the more modern and popular competence perspective (Prahalad & Hamel, 1990), it is adopted for the purposes of presentation of enablers in this study....
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...process models of the innovation process (Chiesa et al., 1996; Johne & Snelson, 1988) and competence perspectives such as the knowledge-based view of the organisation (Leonard-Barton, 1992). To date, the most comprehensive framework provided in the literature is that of Jensen & Harmsen (2001), which coalesces the six key themes of Craig & Hart (1992) with the four knowledge dimensions of Leonard-Barton (1992)....
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...process models of the innovation process (Chiesa et al., 1996; Johne & Snelson, 1988) and competence perspectives such as the knowledge-based view of the organisation (Leonard-Barton, 1992)....
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