bluuebunny/crossref_metadata_2025_split huggingface dataset:
The nature of market visioning for technology‐based radical innovation
Authors: O'Connor Gina Colarelli , Veryzer Robert W. 
Published: September 2003

The ability to link advanced technologies to market opportunities is a crucial aspect of radical innovation. When markets do not yet exist, it is difficult to persevere, given organizational pressures for immediate profit. To study this problem, eleven radical innovation projects are examined in nine large, mature organizations in a real‐time field setting. The sample is augmented by interviews of four additional individuals who have repeated experiences in linking advanced technologies to markets. From results that are qualitative in nature, four themes emerge. First, vision is built and sustained through a variety of mechanisms that may operate in combination or serially. Second, there are a number of roles that individuals play in creating and evangelizing a vision through an organization. Third, there exist a few tools and methods for aiding in developing visions that are not dependent strictly on individual initiative, but these are not systematically employed by organizations. Finally, visions undergo a process of validation and internal acceptance that may depend heavily on reaching out beyond the familiar customer/market set of the firm.Building on these themes, we derive two sets of insights. The first identifies three different ways that visions might develop. We did not discover a singular process across firms or even within a single firm by which visions develop. Second, we identify three elements that occur when a vision is formulated and utilized in organizations: Motivation, Insight and Elaboration. Thus a vision does not arise through a single creative leap, but develops over time and requires focus, discipline, energy, and the involvement of many people. Awareness of this conceptual underpinning of visioning may help managers understand how to encourage this activity and help sustain long‐term growth and renewal in their organizations.
User toolkits for innovation
Authors: von Hippel Eric 
Published: September 2003

Manufacturers must accurately understand user needs in order to develop successful products‐but the task is becoming steadily more difficult as user needs change more rapidly, and as firms increasingly seek to serve “markets of one.” User toolkits for innovation allow manufacturers to actually abandon their attempts to understand user needs in detail in favor of transferring need‐related aspects of product and service development to users along with an appropriate toolkit.User toolkits for innovation are specific to given product or service type and to a specified production system. Within those general constraints, they give users real freedom to innovate, allowing them to develop their custom product via iterative trial‐and‐error. That is, users can create a preliminary design, simulate or prototype it, evaluate its functioning in their own use environment, and then iteratively improve it until satisfied. As the concept is evolving, toolkits guide the user to insure that the completed design can be produced on the intended production system without change.Pioneering applications in areas ranging from the development of custom integrated circuits to the development of custom foods show that user toolkits for innovation can be much more effective than traditional, manufacturer‐based development methods.
From experience: Capturing hard‐won NPD lessons in checklists
Authors: Riek Raymond F. 
Published: September 2003

The application of a good New Product Development (NPD) process is frequently limited by the experience of the user. Avoiding relatively minor errors and omissions that can lead to seriously flawed project results is still an art. Checklists for each stage of a development project can capture this art and their disciplined use can avoid many potentially critical omissions and errors. Development of checklists frequently comes from the hard experiences many of us have had in bringing new products to market. Consequently, benchmarking “trials and tribulations” rather than success stories can be more appropriate to developing a thoughtful checklist.This article is a partial accumulation of one practitioner's experiences of over three decades of executing, managing, directing and observing these projects. Fifteen NPD case histories are examined to develop learnings from these experiences. These cases are organized around three basic product development issues: managing technical risks, managing commercial risks, and managing NPD personnel. In these examples, NPD project problems have a common theme of poor technical or commercial risk management, as opposed to technical failure. Improved planning and a more disciplined management interface would have avoided many of the problems discussed in these case histories.Analysis of each of the case histories and learnings is provided from which suggested checklist items are derived. These checklist additions are presented by development stage to allow use by other NPD teams, with the intention of avoiding the repetition of similar problems.
Market orientation, interdepartmental integration, and product development performance
Authors: Kahn Kenneth B. 
Published: September 2003

Various research studies have shown that a market orientation and interdepartmental integration can positively influence product development performance. Addressed in this article is whether market orientation and interdepartmental integration both equally influence product development performance, whether one of these constructs is more influential than the other, and whether such influence is dependent on the type of department being examined?Analyzing survey data from 156 marketing, manufacturing, and R&D managers, the tentative results suggest that a market orientation and interdepartmental integration correlate to improved product development and product management performance in varying degrees across these three manager sets. It appears that a positive relationship between market orientation and product development petformance is likely to be reflected by the marketing department, while marketing and manufacturing departments are likely to reflect a positive relationship between the general construct of market orientation and product management performance. Manufacturing managers also reflect a positive relationship between interdepartmental integration and product development and product management performance. Further analyses involving the elements of a market orientation and interdepartmental integration find that a customer orientation appears important to performance in the case of marketing managers, and that collaboration is important to performance in the case of manufacturing managers. R&D managers did not reflect any statistically significant relationships between market orientation, interdepartmental integration, their constructs, and performance.These results should not be taken as refuting the claim of an important relationship between market orientation and product development performance, however. The present results refine our understanding of market orientation to consider department‐specific effects, as well as temper the claims that implementing a market orientation will readily lead to improved product development performance across all departments in an organization. This may or may not be the case, depending on the focal department.
Product innovativeness from the firm's perspective: Its dimensions and their relation with project selection and performance
Authors: Danneels Erwin , Kleinschmidtb Elko J. 
Published: September 2003

There has recently been tremendous interest in product innovativeness. However, it seems that we need a better understanding of exactly what product innovativeness means. This article presents a conceptual framework to clarify its meaning. The framework first distinguishes customer and firm perspectives on product innovativeness. From the customer's perspective, innovation attributes, adoption risks, and levels of change in established behavior patterns are regarded as forms of product newness. Within the firm's perspective, environmental familiarity and project‐firm fit, and technological and marketing aspects are proposed as dimensions of product innovativeness.Next, the article offers a tentative empirical test of the proposed dimensions of product innovativeness from the firm's perspective. A well‐known dataset of 262 industrial new product projects is used to: I) clarify the product innovativeness construct and examine its underlying dimensions, 2) examine the relation of product innovativeness with the decision to pursue or kill the project, and 3) examine the relationship between product innovativeness and product performance. Five dimensions of product innovativeness are found which have distinct relations with the Go/No Go decision and product performance: market familiarity, technological familiarity, marketing fit, technological fit, and new marketing activities. Most strikingly, measures of fit are related to product performance, whereas measures of familiarity are not.The article concludes that researchers need to be careful about which definitions and measures of product innovativeness they employ, because depending on their choice they may arrive at different findings. New product practitioners are encouraged to evaluate new product opportunities primarily in terms of their fit with their firm's resources and skills rather than the extent to which they are “close to home”.
Research‐Based Pedagogy For New Product Development: MBA's Versus Engineers In Different Countries1
Authors: Ettlie John E. 
Published: September 2003

An experiential exercise based on the meta‐analysis results reported by Montoya‐Weiss and Calantone [22] was used in eleven graduate classes, all electives in technology management, at five different institutions in the U.S., Germany, Hungary, and the Czech Republic, during the period 1999–2001. The purpose of this article is to describe the details of this exercise used to promote awareness of the process leading to relative success of new product commercialization and the results of testing hypotheses on the differences between classes from different countries (i.e., in Europe and the U.S), and professional disciplines. During the sixth meeting of the course, new product development is introduced to the class using a discussion of the value of academic research in this field. First, the results of the meta‐analysis are reviewed and then converted to a method that can be used to screen new product introduction cases for potential success. The entire exercise is devoted to the prime factors that drive commercial success of new products. This is done as part of a larger unit on new product development in the context of technological innovation. Second, students are collectively asked to evaluate the potential of the introduction of a new ultrasound product described in a business publication article, which serves as the teaching case in this instance. The exercise culminates with the class “voting” on the probability of success of this new ultrasound product introduced in the short case. Predicted differences in the form of more optimistic probability estimates turned out to be supported for class composition (e.g., discipline) but not for country (U.S. vs. rest‐of‐world). Although all classes correctly predicted the eventual success of this new product (>60% success rate), graduate engineers were significantly more pessimistic than heterogeneous groups of MBA students in their average probability estimates for new product success (grand mean of 62% vs. 75% respectively). Implications of these results are discussed.Future research might investigate the sources of these differences and the subtle differences within, as well as between, these groups. For example, in MBA classes, the differences between marketing and operations majors might be important and for technical professionals, the differences between electrical engineers and mechanical engineers would make a good comparison. Further, a broader range of geographic regions could be evaluated such as Asia and South America. The results of interventions to promote optimal diversity in new product and venture teams might also be a valuable research stream. © 2002 Elsevier Science Inc. All rights reserved.
An Exercise To Explore The Future Impact Of New Technologies
Authors: Campbell Katherine , Helleloid Duane 
Published: September 2003

New technologies have the potential to drastically change the way people and firms conduct business. But the future is difficult to predict, and the inherent uncertainty of a new technology's impact can be troubling. This article describes an exercise that has participants evaluate a 1937 U.S. Government sponsored technology forecast. The forecast identified thirteen inventions that were predicted to have a significant impact on society during the subsequent 10–25 years. These inventions included the television, facsimile machine, mechanical cotton picker, and trailer homes, among others. Participants in the exercise are challenged to evaluate the accuracy of the 1937 forecast, and develop and understanding of the issues inherent in predicting the future impact of new technologies. They are then challenged to identify today's new technologies, and make predictions regarding these technologies' future impact. Today's new technologies may change important aspects of everyday life over the next few decades, and significantly influence the competitiveness of certain firms.The exercise illustrates how difficult it can be to anticipate the future impact of new technologies. New technologies take time to develop, and most forecasts are overly optimistic regarding the rate of development and adoption. New technologies can also develop in ways not anticipated, and a new technology may have uses that are difficult to foresee. These challenges notwithstanding, it is still important to regularly track new technologies and attempt to anticipate their potential impact. The greatest danger comes not from having inaccurate predictions of the future impact of new technologies, but from having not thought about the potential impacts.The exercise was developed for use in an executive MBA program to encourage participants to think beyond the budgets and deadlines that drive much of their regular work activity. It was designed to challenge them to reevaluate whether they, and their firm, were thinking about how new technologies might impact their industry. The exercise has the greatest impact and applicability when conducted at corporate programs or with Executive MBA students, but can be used in a typical MBA or MS program as well. It can be conducted in a three‐four hour session, or over multiple shorter sessions. © 2002 Elsevier Science Inc. All rights reserved.
Teaching New Product Development To Employed Adults
Authors: Rosenau Milton D. 
Published: September 2003

The purpose of this article is to report the lessons derived from broad practical experience in teaching new product development (NPD) to employed adults. My observations are importantly augmented by diverse comments from nine other service providers who also conduct and participate in similar NPD education. Our combined lessons summarize what works and what to be forewarned about. (“Those who cannot remember the past are condemned to repeat it.”– George Santayana.) We believe that what we have learned from our very different and extensive involvement can help several audiences: (1) others who offer or plan to offer and deliver NPD education – educators, service providers, or practitioners; (2) organizations that may wish to sponsor NPD training in any form; and (3) those who expect to participate as students in NPD seminars or courses.The article has four main sections, all of which are intended to provide pointers and helpful suggestions based on our collective experience. First is a discussion of issues concerning program set‐up and acceptance. Both sponsors and participants have important responsibilities for this, which are explained. Second is a discussion of practical issues specific to NPD education. The varieties of subject matter and support materials, format options, techniques to sustain interest, instructor characteristics, and client confidentiality are covered. Third is a discussion of practical logistic issues that apply to all adult education but with an emphasis on NPD. Advance warning of what can be and has been encountered may help you circumvent many avoidable problems. Fourth is a brief discussion about the future for NPD education. In this we speculate that the emergence of broadband Internet may provide a new modality, the effectiveness of which is still uncertain.An important insight for you to note is that we do not always do the same thing or approach teaching situations in the same way. What has worked for one of us may not have been effective for another or in another situation. In summary, the experiences we record should help you improve the delivery of NPD education or more efficiently benefit from participation in such training. © 2002 Elsevier Science Inc. All rights reserved.
A critical look at technological innovation typology and innovativeness terminology: a literature review
Authors: Garcia Rosanna , Calantone Roger 
Published: September 2003

A plethora of definitions for innovation types has resulted in an ambiguity in the way the terms ‘innovation’ and ‘innovativeness’ are operationalized and utilized in the new product development literature. The terms radical, really‐new, incremental and discontinuous are used ubiquitously to identify innovations. One must question, what is the difference between these different classifications? To date consistent definitions for these innovation types have not emerged from the new product research community. A review of the literature from the marketing, engineering, and new product development disciplines attempts to put some clarity and continuity to the use of these terms. This review shows that it is important to consider both a marketing and technological perspective as well as a macrolevel and microlevel perspective when identifying innovations. Additionally, it is shown when strict classifications from the extant literature are applied, a significant shortfall appears in empirical work directed toward radical and really new innovations. A method for classifying innovations is suggested so that practitioners and academics can talk with a common understanding of how a specific innovation type is identified and how the innovation process may be unique for that particular innovation type. A recommended list of measures based on extant literature is provided for future empirical research concerning technological innovations and innovativeness.
“A rose is a rose is a rose. And a rose by any other name would smell just as sweet.”Gertrude Stein & William Shakespeare
An exploratory Investigation of new product forecasting practices
Authors: Kahn Kenneth B. 
Published: September 2003

To guide new product forecasting efforts, the following study offers preliminary data on new product forecasting practices during the commercialization stage (prelaunch and launch stage). Data on department responsibility for and involvement in the new product forecasting process, technique usage, forecast accuracy, and forecast time horizon across different types of new products are reported. Comparisons of new product forecasting practices for consumer firms versus industrial firms are also reported.Overall, study results show that the marketing department is predominantly responsible for the new product forecasting effort, there is a preference to employ judgmental forecasting techniques, forecast accuracy is 58% on average across the different types of new products, and two to four forecasting techniques are typically employed during the new product forecasting effort. Compared to consumer firms, industrial firms appear to have longer forecast time horizons and rely more on the sales force for new product forecasting. Additional analyses show that there does not appear to be a general relationship between a particular department's involvement and higher forecast accuracy or greater satisfaction, nor does it appear that use of a particular technique relates to higher forecast accuracy and greater satisfaction. Countering previous research findings, the number of forecasting techniques employed also does not appear to correlate to higher forecasting accuracy or greater satisfaction. Managerial and research implications are discussed.
The impact of new product launch strategies on competitive reaction in industrial markets
Authors: Debruyne Marion , Moenaertb Rudy , Griffinc Abbie , Hartd Susan , Hultinke Erik Jan , Robben Henry 
Published: September 2003

The importance of successful innovation for the long‐term performance of companies can hardly be exaggerated. However, we need to consider this in a dynamic setting, in which competitors do not remain passive. We find that two thirds of new product launches meet reaction by competitors after their launch. We also empirically demonstrate that the strategic launch decisions that managers take have an effect on future reaction by competitors.Following an extensive review of the literature, a propositional model is developed. In order to test this theoretical model, an ex post facto field study was designed, in which the authors obtained comprehensive information on 509 new industrial products launched in the US, the UK and the Netherlands. Competitive reaction is diagnosed in terms of changes in the marketing instruments of the competitor. A logistic regression model is estimated on the occurrence of competitive reaction with any marketing instrument. We also look at the occurrence of individual marketing instrument reactions. The data show that competitors react primarily by means of price changes. Product assortment and promotional changes are less frequent, whereas distribution policy modifications occur very rarely.The characteristics of the new product launch strategy were found to have a significant impact on both the occurrence and nature of competitive reactions. We claim that the competitive effect of radically new products and incrementally new products greatly differs. The results show that competitors fail to respond to radical innovations and to new products that employ a niche strategy. They do react if a new product can be assessed within an existing product category and thus represent an unambiguous attack. Both innovative and imitative new products meet reaction in this case. The results also demonstrate that competitors are more inclined to react to the introduction of new products that are supported by extensive communication by the innovating firm. The likelihood of reaction is also higher in high growth markets than in low growth markets. The article discusses theoretical and managerial implications of these results, as well as thoughts for future research that may add more insight.