bluuebunny/crossref_metadata_2025_split huggingface dataset:
Book Reviews
Authors: Rosenau Milton D. , Rothberg Robert R. 
Published: October 2003

The first review discusses a provocative book about innovation and the impact of technological change. Although the book also provides all readers with an invaluable historical perspective, the reviewer believes that it lacks predictive utility for practitioners. The second review covers a book devoted to strategic breakthroughs. The reviewer finds that the focus on the customer and the role of top management can be valuable for practitioners. The third review describes a book covering competitive advantage. Our reviewer praises the book highly, finding it of particular value for practitioners, both seasoned and novice. The fourth review is of a book devoted to improving new product development. The reviewer recommends the book as providing detailed practical guidance.This issue also reviews two new books of special interest to professors. The first, by Robert Dolan, is a short text‐and‐cases book dealing with new product development and commercialization, primarily from the standpoint of strategic needs, data sources, and decision analytic methodologies. The second, by Richard Nelson, is a compendium of thoughtful essays dealing with the national innovation systems of fifteen different countries.
Analyses of U.S. and Japanese Management Processes Associated with New Product Success and Failure in High and Low Familiarity Markets
Authors: Souder Wm. E. , Song X. Michael 
Published: October 2003

As detailed in the pages of JPIM and other publications, considerable research effort has been devoted to identifying the preconditions for new product success. Studies of Japanese and U.S. new product development (NPD) practices have shown that such factors as sales and marketing expertise, technical expertise, decentralized decision making, R&D/marketing integration, project manager competency, and support from senior management can play key roles in influencing new product success.As William Souder and X. Michael Song point out, however, previous studies have not examined Japanese management practices across a range of environments. They also suggest that the similarities and differences between U.S. and Japanese NPD practices require more in‐depth exploration. To help address these issues, they describe the results of a study involving 15 U.S. firms and 15 Japanese firms. Each participating firm provided information about two successful products and two unsuccessful products.Their conceptual model groups the various factors that influence new product success into three general classes: NPD climate, expertise, and management functions. In this model, a firm's level of familiarity with its target market moderates these influences. For example, greater expertise may be necessary to succeed in an unfamiliar market. Each participating firm in the study provided information about one successful product and one failure targeted for high familiarity markets; the other two products from each firm were targeted for low familiarity markets.The U.S. and Japanese models developed in this study exhibit some marked differences from one another. In a familiar market, the U.S. model emphasizes sales and marketing expertise and competent project managers. Under conditions of low market familiarity, this basic model is supplemented with high degrees of R&D/marketing integration, senior management involvement, and decentralization. In this way, the U.S. models reflect a degree of flexibility in adapting the approach to match the prevailing market conditions. In contrast, the two Japanese models of new product success (under low and high familiarity) point to a more invariant system. In other words, the findings from this study reinforce the notion that successful management of NPD requires careful consideration of the firm's environment. Practices that have been proven successful in a particular culture and market environment may not be directly transferable to another setting.
New Product Development in Rapidly Changing Markets: An Exploratory Study
Authors: Mullins John W. , Sutherland Daniel J. 
Published: October 2003

Rapid technological change can be both a blessing and a curse. For example, investors and firms of all sizes hope to reap the rewards that may arise from the apparent convergence of the computer, telecommunications, and entertainment industries. With the high level of uncertainty inherent to such rapidly changing markets, however, those potentially dazzling returns are counterbalanced by a daunting level of risk.John Mullins and Daniel Sutherland suggest that firms operating in such markets require NPD practices that can mitigate risk, manage uncertainty, and, of course, increase the likelihood of new product success. To gain insight into the NPD practices that can meet those challenges, they conducted in‐depth interviews with managers who were directly involved in NPD projects at US WEST, Inc., a large, multinational firm in the telecommunications industry. The study focused on identifying practices that help the firm bring new products into rapidly changing markets quickly, efficiently, and effectively. A key objective of their study was to go beyond the basics—for example, the use of cross‐functional teams—to identify specific practices that allow the firm to address the various levels of uncertainty that characterize its markets.They identify three levels of uncertainty that confront firms operating in rapidly changing markets. First, potential customers cannot easily articulate needs that a new technology may fulfill. Consequently, NPD managers are uncertain about the market opportunities that a new technology offers. Second, NPD managers are uncertain about how to turn the new technologies into products that meet customer needs. This uncertainty arises, not only from customers' inability to articulate their needs, but also from managers' difficulties in translating technological advancements into product features and benefits. Finally, senior management faces uncertainty about how much capital to invest in pursuit of rapidly changing markets as well as when to invest.The study identifies six practices that help the firm address the uncertainty and risk inherent in its rapidly changing markets. For example, market research in this firm's NPD process focuses more on probing than it does on measuring. Involvement of prospective customers in idea generation and the use of prototypes early in the NPD process help the firm uncover customer needs and market opportunities. Large‐scale, quantitative market research focuses primarily on determining market size and price points.
An Examination of Collaboration in High‐Technology New Product Development Processes
Authors: Jassawalla Avan R. , Sashittal Hemant C. 
Published: October 2003

For more than a decade, researchers have explored the benefits of eliminating organizational boundaries between participants in the new product development (NPD) process. In turn, companies have revamped their NPD processes and organizational structures to deploy cross‐functional teams. These efforts toward interfunctional integration have produced a more responsive NPD process, but they don't represent the endgame in the quest for more effective NPD. What's next after the interfunctional walls come down?Pointing out that many high‐tech firms have already taken such steps as integrating customers and suppliers into the NPD process, Avan Jassawalla and Hemant Sashittal suggest that such firms need to go beyond integration and start thinking in terms of collaboration. Using information from a study of 10 high‐tech industrial firms, they identify factors that seem to increase cross‐functional collaboration in NPD, and they develop a conceptual framework that relates those factors to the level of cross‐functional collaboration achieved in the NPD process.Compared to integration, collaboration is described as a more complex, higher intensity cross‐functional linkage. In addition to high levels of integration, their definition of cross‐functional collaboration includes the sense of an equal stake in NPD outcomes, the absence of hidden agendas, and a willingness on the part of participants to understand and accept differences while remaining focused on the organization's common objectives. Collaboration also involves synergy—that is, the NPD outcomes exceed the sum of the capabilities of the individual participants in the NPD process.Their framework suggests that structural mechanisms such as cross‐functional teams can provide significant increases in NPD‐related interfunctional integration. However, high levels of integration do not necessarily equate to high levels of collaboration. Characteristics of the organization and the participants also affect the level of collaboration. For example, achieving a high level of collaboration depends on participants who contribute an openness to change, a willingness to cooperate, and a high level of trust. Their framework also points to key organizational factors that affect the level of collaboration—for example, the priority that senior management gives to NPD and the level of autonomy afforded to participants in the NPD process.
Some Approaches to Complementary Product Strategy
Authors: Sengupta Sanjit 
Published: October 2003

Without complementary products, many high‐tech innovations might be relegated to the scrap heap. For example, the development of desktop computers was not the sole impetus for the personal computing revolution. This innovation also depended on the development of word processing, spreadsheet, and desktop publishing software, as well as peripheral devices such as laser printers. Development of complementary products clearly offers increased opportunities for firms in many high‐tech markets. However, managers must balance those opportunities with the added risks their firms face in attempting to develop products that may extend beyond their core lines of business.Focusing on the early business analysis stage of the product development process, Sanjit Sengupta identifies some alternative approaches that firms use for developing and marketing complementary products. Using data from 103 projects in the computer, consumer electronics, software, and communications industries, his study explores the relationships between a firm's complementary product strategy and such conditions as complementary product opportunity, organizational fit, and the multiplier effect of the complementary product on sales of the primary product. His study also examines the sources of competitive advantage in complementary product strategies.Contrary to the notion that only large, well‐funded firms can pursue a complementary product strategy, the study identifies various alternatives to expensive, in‐house development efforts. Depending on the level of resources available for a particular project, a firm may choose various modes for adopting a complementary product strategy, including co‐development alliances, proprietary interface development, co‐marketing alliances, and original equipment manufacturer (OEM) agreements.Findings from this study indicate that competitive advantage in complementary product strategy comes from the multiplier effect on sales of the primary product and from the innovativeness of the complementary product. Even if the complementary product has low sales potential by itself, the product may still offer a significant competitive advantage through its multiplier effect on the sales of the primary product. Somewhat surprisingly, the results suggest that organizational fit and complementary product opportunity have no effect on competitive advantage. However, organizational fit does appear to be an important condition for adopting a complementary product strategy. (c) 1998 Elsevier Science Inc.
Innovation Strategy and Sanctioned Conflict: A New Edge in Innovation?
Authors: Dyer Barbara , Song X. Michael 
Published: October 2003

Teamwork and harmony are worthy objectives, but a healthy dose of conflict also plays an important role in fostering innovation. In their pursuit of teamwork and harmony, companies run the risk of suppressing the creative tension that brings vitality to new‐product development (NPD) efforts. Furthermore, a firm's choice of innovation strategy may have a significant effect on the organization's capability for managing conflict.Using results from a survey of 290 marketing and R&D managers from U.S. firms in the electronics industries, Barbara Dyer and X. Michael Song explore the link between strategy and conflict, and the effect this link has on NPD success. Their study examines the following issues: the influence of business strategy on specific conflict‐handling behaviors; the relationship between those conflict‐handling behaviors and positive conflict outcomes; and the relationship between constructive conflict and new‐product success. The study classifies firms predominantly pursuing a more aggressive NPD strategy as prospectors and less aggressive firms as defenders. Three conflict‐handling mechanisms are identified: integrating behaviors, forcing behaviors, and avoiding behaviors.Compared to the prospector firms, the defender firms in this study perceived significantly higher levels of conflict in their organizations. In handling conflict, the prospector firms perceived a higher level of integrative behavior than the defender firms. The defenders perceived higher levels of forcing and avoiding conflict behaviors. The study identifies a strong, positive relationship between integrative behaviors and constructive conflict. Positive relationships are also identified between constructive conflict and the success of cross‐functional relationships, as well as between constructive conflict and NPD business success.For the firms in this study, the results indicate that strategy is associated with the conflict‐handling mechanisms the firm uses. For example, the results suggest that an NPD manager in a prospector firm will encounter high use of integrative behaviors, a high number of complex conflicts, a relatively low level of perceived conflict, a high level of formalization, and frequent exchanges of written and verbal communication among the firm's personnel. The results suggest that managers may help to create an environment conducive to NPD success by assessing their firms' strategies, emphasizing integrative conflict‐handling behaviors, and employing formalization of organizational procedures.
From Experience: Reaping Benefit from Speed to Market
Authors: Smith Preston G. 
Published: October 2003

Many companies have gained great benefit from a speed‐to‐market program. Others have tried but failed to achieve measurable, sustained value. Still others have not even tried, being concerned about adverse consequences.This article helps newcomers decide how to approach time to market. It first addresses some common fears about development acceleration, such as increased project expense and lapses in quality. An effective program overcomes these concerns, but it must do much more. It must stem from a statement, clear to all developers, explaining how faster development is tied directly to improved competitiveness and thus to higher profits for the company. A general corporate goal of a 50% across‐the‐board cut in cycle time will not do, nor will an underlying hope that faster development will improve developer productivity.To help establish a clear link from speed‐to‐market to profitability, I suggest calculating how much a week of delay impacts profit, and I show how to align a development acceleration program with corporate programs to improve quality or productivity.
The Impact of Urban Development on Auto Ownership and Transit Use
Authors: Kain John F. , Fauth Gary R. 
Published: October 2003

This study documents an investigation of how intermetropolitan differences in transit and highway service levels; as well as overall urban development patterns, affect auto ownership and use. Specifically, this paper presents models of the determinants of auto ownership and mode choice for 163,488 white, single‐worker households residing in the largest 125 SMSAs in 1970. Indices of highway capicity, transit service levels, and overall residential density for each SMSA together with each household's socio‐economic characteristics, workplace location, and residence choice, are used to explain each household's observed auto ownership status (0, one, or more than one car), and, given that auto ownership status, each household's worktrip mode (auto driver, auto passenger, bus, rail, or walk).The models offer a framework for considering the effect of alternative urban development scenarios upon auto ownership and use, and for comparing alternative development and infrastructure policy options. Because the models have been estimated using households from different SMSAs, they are particularly appropriate for investigating changes in spatial structure.
FHA, Racial Discrimination and Urban Mortgages
Authors: Fullerton David J. , MacRae C. Duncan 
Published: October 2003

The empirical validity of two propositions regarding FHA unsubsidized single‐family activity are explored at the neighborhood level in this paper. The propositions are first that FHA serves moderate‐to‐middle‐income families, not low‐income families who live in the inner city nor high‐income families who live in the outer suburbs; and second that all other things being equal, black owner‐occupants are more likely to have an FHA‐insured mortgage than are whitesTwo methods of analysis are performed: mapping and regression. First, 1974 FHA activity in the Philadelphia metropolitan area is mapped by race—black and white—and program—203(b), 221(d)(2), and 223(e)—at the census tract level. Then, the FHA activity by race and by program is regressed on 1970 neighborhood housing and population characteristics, again, using the census tract as the unit of observation. The results of the analysis provide support for both propositions. In Philadelphia in 1974, FHA is to a degree a border program differentially serving blacks.
A Model of Localized Mortgage Lending Behavior*
Authors: Clapp John M. 
Published: October 2003

Loan administration costs and the costs of search for information about risk are found to be determinants of spatial interest rate differentials. These costs are independent of dollar loan size; therefore, rational lending policies can produce higher interest rates (or lower term to maturity) in low‐income communities. But the premium (lower maturity) should be related to lower loan size and risk differentials. Public policy should be directed toward compiling and verifying an information bank which would allow lenders to search efficiently for information about risk.An empirical methodology designed to test for mortgage deficiency in minority areas was developed through case studies. This indicated the utility of specifying the supply and demand for mortgages at the neighborhood level of aggregation. Trends in neighborhood property values were identified as important and overlooked measures of lending risk. Further exploration of the hypothesis that Spanish‐speaking areas are mortgage deficient is suggested by the cases.
The Incidence of Property Taxes on Single‐Family Housing*
Authors: Lewis W. Cris , McNutt Paul J. 
Published: October 2003

The incidence of local property taxes, specifically the degree of capitalizing of property tax differentials in market prices, remains an unresolved question. The studies by Oates (1969) and McMillan and Carlson (1977), which come to contradictory conclusions typify the diversity of opinion on the question. Many of the previous studies suffer from research design problems including, the use of census data for market values and property tax levels on real property; failure to control for differences in public services quality among the cities samples; and use of assessed value as a proxy for market price.A theoretical model in developed to explain the capitalization effect of property tax differentials within an urban area. Because the model is exactly identified, a single reduced from equation relating market value to a set of physical characteristics of the property and the level of property taxes can be estimated using ordinary least‐squares techniques. The function is estimated using data drawn from 107 residential property sales made during 1976. Estimated parameters for the other equations then are determined indirectly. Actual market price and property tax data for each parcel ware used.It is found that property tax differentials on otherwise comparable properties are associated with significant market value differentials. Because the assessed value ranges from 7 to 20 percent of market value, the property tax procedure in the area studied appears to have randomly generated large capital gains for some and capital losses for others.Because of the limited data base, the statistical results are only indicative; the model, howevfer, should have wide applicability in a variety of questions concerning the incidence of property taxes.
Assessment Ratios and Property Tax Burdens in Norfolk, Virginia, 1974–75*
Authors: Pearson Thomas D. 
Published: October 2003

To examine the relationship between property taxes and neighborhood housing, this paper employed property tax assessment to sale price ratios (i.e. effective tax rates) of residential properties sold during the period beginning July 1, 1974 through June 30, 1975. The analysis was designed to question whether or not the property tax in Norfolk results in different tax burdens for neighborhoods with different income levels. The results indicate there are substantial variations in effective tax rates within neighborhoods as well as between neighborhoods. More interesting is the fact that the property tax appeared to be progressive, given the measure used. If inequities in administration did not exist, it would be much more progressive.Such relationships indicate the existence of problems with the administration of the property tax in Norfolk. An examination of possible problems is conducted and some recommendations are made for potential corrective measures.
Effect of second- and third-generation oral contraceptives on the protein C system in the absence or presence of the factor VLeiden mutation: a randomized trial
Authors: Kemmeren Jeanet M. , Algra Ale , Meijers Joost C. M. , Tans Guido , Bouma Bonno N. , Curvers Joyce , Rosing Jan , Grobbee Diederick E. 
Published: October 2003

AbstractA plausible mechanism to explain thrombotic risk differences associated with the use of second- and third-generation oral contraceptives (OCs), particularly in carriers of factor VLeiden, is still lacking. In a double-blind trial, 51 women without and 35 women with factor VLeiden were randomized to either a second- (30 μg ethinylestradiol/150 μg levonorgestrel) or third- (30 μg ethinylestradiol/150 μg desogestrel) generation OC. After 2 cycles of use and a wash-out of 2 cycles, the participants continued with the corresponding progestagen-only preparation. Hemostatic variables that probe the activity of the anticoagulant protein C system were determined. Compared with levonorgestrel, desogestrel-containing OCs significantly decreased protein S and increased activated protein C (APC) resistance in both groups. OCs with desogestrel had the most pronounced effects in carriers of factor VLeiden. Progestagen-only preparations caused changes of anticoagulant parameters opposite to those of combined OCs, which in a number of cases were more pronounced with levonorgestrel. Our data show that progestagens in combined OCs counteract the thrombotic effect of the estrogen component. The higher thrombotic risk associated with third-generation OCs compared with second-generation OCs may be explained by the fact that desogestrel appeared less antithrombotic than levonorgestrel, especially in women with factor VLeiden. (Blood. 2004;103:927-933)