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New Product Development Activities (new + product_development_activity)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting50%

Selected Abstracts

Senior Management Support in the New Product Development Process

CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2001
Jorge Gomes
This paper studies the relationship between senior management support to new product development activities by means of a quantitative and qualitative analysis of questionnaire and interview data collected in the United Kingdom and the Netherlands. The quantitative analysis showed that there is a small to medium association between senior management support to new product development and project performance in the dimensions of time, cost, and end product quality. The qualitative analysis suggests that these weak links could be explained by separating the influence of senior management support on new product development activities into direct and indirect effects. Direct effects include issues such as the use of multifunctional senior teams and process champions, whereas indirect effects include issues such as organization mission and goals, and learning and knowledge management systems. [source]

Industry Clockspeed and the Pace of New Product Development

PRODUCTION AND OPERATIONS MANAGEMENT, Issue 2 2005
Janice E. Carrillo
Recent empirical literature describes an industry's clockspeed as a measure of the evolutionary life cycle, which captures the dynamic nature of the industry. Among other factors, the rate of new product development is found to be associated with an industry's clockspeed. Yet the notion of an industry clockspeed and the essential factors driving suitable decision making in this area have remained relatively unexplored. We develop a simple definition and a corresponding analytic model which explains the interdependent relationship between a firm's own new product development activities and an industry clockspeed. Results from the single firm model show the conditions under which particular firms have an incentive to accelerate their new product development activities. Moreover, we link the single firm's NPD clockspeed decisions to the industry level by creating appropriate metrics which characterize different types of industries. Examples from high-tech industries such as the personal computer and aerospace industries are included to illustrate our findings. Our intention is not only to offer analytical insights into factors driving the clockspeed for these industries, but also to establish a fundamental structured decision making approach, thereby stimulating future research on this important topic. [source]

Commercializing new technologies: consumers' response to a new interface

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2002
Paschalina (Lilia) Ziamou
Successful commercialization of new technologies is the riskiest and most rewarding form of new product development activity. New technologies are often commercialized using innovative interfaces that determine how consumers interact with a new product to obtain its functionality. Consumers' perception of uncertainty about the performance of a novel interface is a key issue in the acceptance of new products involving new interfaces. Specifically, when firms commercialize a new interface, they face two major challenges: First to identify the optimal functionality for the new interface, and second, to effectively communicate with consumers in order to reduce uncertainty about the performance of the new interface and increase adoption intentions. Despite the theoretical and managerial importance of research on consumers' response to a novel interface, very little empirical research has been conducted in this area. Building on prior research on new product development, human-computer interaction, and consumer decision-making, this article examines the factors that influence consumers' judgments of uncertainty about the performance of a new interface and consumers' adoption intentions. Specifically, we conducted an experiment to investigate the effect of the newness of the functionality of a new product and the effect of imagery on consumers' uncertainty about the performance of a novel interface and consumers' adoption intentions. Our results show that consumers perceive lower uncertainty about the performance of a new interface and higher intentions to adopt a new product when the new interface is introduced with a new (vs. pre-existing) functionality. Furthermore, our results suggest that when a new interface is introduced with a new functionality, imagining the product in use increases consumers' uncertainty about the performance of the new interface and decreases their intention to adopt the new product. In contrast, when a new interface is introduced with a pre-existing functionality, imagining the product in use decreases consumers' uncertainty about the performance of the new interface and increases their intention to adopt the new product. Our findings provide valuable guidelines for marketers in formulating new product development and communication strategies for new products involving a new interface. © 2002 Elsevier Science Inc. All rights reserved. [source]