## 4 Quantitative Analysis of Related Literature on Product R&D Management
### Research Citation Analysis Based on Histcite
#### 4.1.2 Nearly 10 Years from 2011 to 2020
Therefore, the authors built a dynamic decision support system (DSS) to predict consumer behavior and define consumer value from the perspective of the life cycle of given products, consumers, and market influencing factors [45]. [PERSON] and [PERSON] studied how consumer participation played a role in product development in a crowdsourcing scenario [46]. [PERSON] and [PERSON] proposed a conceptual framework that integrated various accidental factors based on the original analysis method and knowledge management theory. In the conception stage of new product development, customer participation can speed up the time to market and improve financial performance. On the contrary, that is not the case in the development phase. In technologically turbulent new product development projects, emerging countries, low-tech industries, corporate customers, and small companies, the incorporation of customer participation has more significant benefits for new product development performance. On this basis, [PERSON] and [PERSON] further subdivided the types of consumer participation into information resource function (CIS) and co-developer function (CIC). The results showed that, when companies adopted more experimental R&D methods, CIS was more advantageous, and when the R&D process was less experimental, the CIC effect was more substantial, which has important guiding significance for integrating consumer participation in corporate practices. * New methods of product research and development management. (1) Collaborative product development (CPD). [PERSON] and [PERSON] conducted a systematic review of CPD and summarized its dynamic development, partnership formation, and infrastructure [47]. They pointed out that trust was the basis of collaborative innovation, discussed the role of trust in selecting new product development suppliers and organizational innovation, and found that business trust was the key to cooperative dependency. However, excessive reliance on trust can lead to incremental innovation, which hinders the organization's ability to innovate radically [48]. Based on the theory of organizational information, the author examined whether the relationship between the use of IT tools in collaborative product development and the performance of new product development would be affected by the project's complexity. Three dimensions, namely, product scale, project novelty, and task dependence, verified this hypothesis. (2) Lean product development (LPD). [PERSON] et al. started from a case study of Toyota, Japan, and, through a survey of five companies, found that, although some technologies were used, they were not formally implemented in the organization, and so the authors attempted to define LPD for the first time [49]. Subsequently, [PERSON] and [PERSON] further differentiated the concept of LPD by comparing the concepts of LPD and GPD [50]. (3) Agile product development (APD). With the increasing complexity of product development in manufacturing companies, the traditional portal model has exposed its limitations. Thus, [PERSON] et al. proposed the agile/stage-gate hybrids model and verified it by comparing the cases of seven technology-intensive companies [51]. Subsequently, [PERSON], who regarded this as the next development stage of product research and development, demonstrated how to use the model through two large companies [52]. (4) Integrated product development (IPD). [PERSON] and [PERSON] explored the impact of the IPD parallel environment on the front-end organizational structure and team structure, and verified the IPD method's significance through data from the U.S. automotive industry [53]. * Organizational design. Regarding the driving factors of new product R&D performance, most of the literature is considered from the enterprise/team level, and few scholars pay attention to the role of individual ability in the team.