## 4 Quantitative Analysis of Related Literature on Product R&D Management
### Research Citation Analysis Based on Histcite
#### 4.1.1 Before 2010  
In the first analysis, all 5007 documents before 2020 were imported, and Histcite used the LCS (local citation score) to draw a citation analysis map for the top 30 documents, as shown in Figure 4. Considering the limitations of the software on the year and the number of documents, and the longer the documents are cited, the more complete the literature citation relationship between 1986 and 2005 is finally presented. Figure 3: Trends in the number of literature publications in the past 20 years from 2000 to 2019. By analyzing the literature during this period, we found that, in the enlightenment and early stages of product R&D management research, academic research aimed to analyze the success and failure cases of product R&D management. Then, it focused on defining related concepts, looking for influencing factors, and refining theoretical models and frameworks:  
* Case analysis. During this period, because the related theories of product development were still in the exploratory stage, scholars mainly summarized the success and failure cases. [PERSON] found a paradox between core competence and strict standards in new product development management [21]. [PERSON] and [PERSON] directly evaluated the success and failure of the product development process and recognized that there was no single measurement standard that could measure every product development project [22]. Therefore, after three years, [PERSON] assumed that the most appropriate set of measurement standards depended on the project and business strategy and design experiments to verify it [23]. * Concept and model. [PERSON] and [PERSON] pointed out in the \"Harvard Business Review\" that new product development is the \"new game\" that companies will face. Since then, related research in academia has gradually increased. Regarding the research results during this period, [PERSON] and [PERSON] reviewed it from three aspects: the product development plan, communication network, and solving critical problems [24]. Later, scholars found that integrating different departments improved product development performance in practice and defined product development performance based on this [25]. In further research, [PERSON] and [PERSON] found that trust in technical capabilities, information richness, and effective interpersonal communication in the product development process could ensure sufficient knowledge creation capabilities. Moreover, this was also the key driving force of product development, and the authors regarded the process of product development as knowledge management in terms of knowledge embedding and knowledge performance [26]. After more than ten years of research, with the success of the IPD method in IBM, [PERSON] and [PERSON] conducted an integrated evaluation of the related literature, which provided a theoretical basis for later scholars to study IPD optimization and application [27]. Based on theory and practice, some scholars established models and summarized frameworks to provide theoretical support for subsequent empirical research. [PERSON] et al. built a model for the organization of tasks in the product  
Figure 4: Citation map of the top 30 documents ranked by LCS from 1986 to 2020.  
development process [28]. Since there are repeated activities in parallel development, [PERSON] et al. built a framework for the management of these repeated activities to reduce time waste and cost loss [29]. * Influencing factors. The marketing department gradually joined the product development process and even led to the development of new products, which was usually facilitated through organization and coordination. Nevertheless, [PERSON] et al. questioned whether cross-departmental teams applied to all types of projects. The author proposed a contingency model based on resource dependence theory and believed that a cross-functional team was more likely to improve development effectiveness when the developed product was entirely innovative.