| 1. |
- Karlsson, Christer, et al.
(author)
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Perspective : Changing product development strategy - A managerial challenge
- 1997
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In: The Journal of Product Innovation Management. - : Blackwell Publishing Ltd. - 1540-5885 .- 0737-6782. ; 14:6, s. 473-484
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Journal article (peer-reviewed)abstract
- A study presents one firm's efforts to build capabilities for creating new products quickly and efficiently. Five key lessons learned during the change process are described: 1. Rather than viewing product development as a line function, a firm should view product development as a key executive area with responsibility for the company's competitive position. 2. Market issues are the responsibility not only of marketing, but also of product development and production. 3. To avoid corporate myopia, management control systems must consider not only time and money, but also achievement of goals. 4. Strategic planning flows more smoothly if the participants start by mapping the firm's past and present position before attempting to define the desired position. 5. Formulation of a product development strategy is the responsibility of a multifunctional team of executives.
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| 2. |
- Karlsson, Christer, et al.
(author)
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Technological level and product development cycle time
- 1999
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In: The Journal of Product Innovation Management. - : Elsevier Inc. - 1540-5885 .- 0737-6782. ; 16:4, s. 352-362
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Journal article (peer-reviewed)abstract
- This article investigates the link between product development cycle time and technological level in the final product, using a sample of 11 new car development projects. Reducing cycle time can create competitive advantages, but it also may lead to the development of technologically inferior products. Time is needed to digest and analyze technological problems. The conclusions from our study support the notion of a relationship between cycle time and technological level. Thus, there are important choices to be made regarding the desired level of technological maturity in the final product. This affects the required cycle time. Simply reducing the cycle time may not always be feasible or desirable.
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| 3. |
- Björk, Jennie, 1982-, et al.
(author)
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Where do good innovation ideas come from? : Exploring the influence of network connectivity on innovation idea quality
- 2009
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In: The Journal of product innovation management. - : Wiley. - 0737-6782 .- 1540-5885. ; 26:6, s. 662-670
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Journal article (peer-reviewed)abstract
- This paper aims to add to innovation management theory and practice by exploring the interrelationship between innovation idea quality and idea providers' network connectivity, using social network analysis. The study uses a database from a company that has worked systematically with idea management over a long period of time and today has a well-established information technology system that collects ideas from a large number of employees. In addition to the idea database, a number of interviews with key individuals within innovation were conducted to create rich contextual knowledge and understand more in detail how ideas are handled in the company. The analysis indicated that there is a clear interrelationship between the network connectivity and the quality of the innovation ideas created. The analysis was done for all the innovation ideas and then for ideas created by single individuals and by groups, respectively. In all three analyses the proportion of high-quality innovation ideas increased, as a step function, between the least connected group and the group thereafter. There is apparently a need for a certain amount of relations to increase the proportion of high-quality innovation ideas generated. Regarding only ideas provided by single individuals, more connections within the network resulted in a higher proportion of high-quality ideas. A different pattern was seen for ideas provided by groups as the proportion of high-quality innovation ideas grew with some increase in the connectivity of groups but declined with a further increase in connectivity. The findings suggest a number of implications for ideation management. To increase the number of high-quality innovation ideas created by individuals, the possibility to interact with other people should be supported and facilitated. However, in these settings, where individuals work with others in different groups, the most connected groups perform worst in terms of the proportion of high-quality ideas generated, which points to the necessity to consider a multitude of factors when managing ideation.
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| 4. |
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| 5. |
- Frishammar, Johan, et al.
(author)
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Identifying technology commercialization opportunities : the importance of integrating product development knowledge
- 2012
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In: The Journal of product innovation management. - New York, N.Y. : Wiley-Blackwell. - 0737-6782 .- 1540-5885. ; 29:4, s. 573-589
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Journal article (peer-reviewed)abstract
- New product development (NPD) is a knowledge-intensive activity, perhaps even more so in recent years given the shift toward more open innovation processes, which involve active inward and outward technology transfer. While the extant literature has established that knowledge is critical for NPD performance, knowledge generated through NPD can have an additional impact on external technology exploitationas when firms go beyond pure internal application of knowledge to commercialize their technologies, for example, by means of technology outlicensing. Grounded in the knowledge-based view of the firm, this paper examines how the integration of domain-specific knowledge, procedural knowledge, and general knowledge generated through NPD affects a firm's proficiency in identifying technology commercialization opportunities. Additionally, analysis of how technology opportunity identification relates to technology commercialization performance is provided. Empirically, the paper draws on survey data from 193 Swedish medium-sized manufacturing firms in four industries active with NPD, and regression analyses and structural equation modeling were used to test the hypotheses. The results highlight the importance of integrating domain-specific and general NPD knowledge to proficiently identify technology licensing opportunities. The empirical findings also provide strong support for a subsequent link between technology opportunity identification and technology commercialization performance. Altogether, these results point to strong and previously unexplored complementarities between inward and outward technology exploitation, that is, between NPD and technology licensing. As such, the results provide important theoretical implications for research into the fields of knowledge integration, technology exploitation, opportunity identification, and technology markets. Moreover, the results have significant managerial implications concerning how knowledge generated through NPD can help firms to achieve both strategic and monetary benefits when trying to profit from technology. In particular, to set up proficient technology commercialization processes, it appears beneficial for firms to integrate knowledge that is gained through the ordinary activities of developing and commercializing products. Specifically, the integration of domain-specific knowledge and general knowledge helps firms to match their technologies with new applications and markets, which is often the critical barrier to successful technology commercialization activities. Managers are thus encouraged to integrate domain-specific knowledge and general knowledge from NPD to reap additional benefits in profiting from investments in innovation and technology.
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| 6. |
- Frishammar, Johan, et al.
(author)
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Managing External Information in Manufacturing Firms : The Impact on Innovation Performance
- 2005
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In: The Journal of product innovation management. - New York : Elsevier. - 0737-6782 .- 1540-5885. ; 22:3, s. 251-266
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Journal article (peer-reviewed)abstract
- Drawing upon a sample of 206 medium-sized manufacturing firms, this article investigates the extent to which management of external information is associated with innovation performance. The overall purpose of the article is to examine whether or not those organizations that are better at managing external information are also those that are the better innovators. The research strategy used was a survey, and data were collected by means of mail questionnaires (with a 62.4% response rate). A multiple regression analysis was used for hypothesis testing. The results show that scanning the technological sector of the environment was positively associated with innovation performance, while scanning customers, suppliers, and competitors proved to be negatively correlated with innovation performance. Cross-functional integration in the form of collaboration also proved significantly correlated with innovation performance, while interaction showed no such relationship. Further, decision-making based on information from the industry environment correlated significantly with innovation performance. Research and managerial implications of these findings are presented and are discussed.
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| 7. |
- Lichtenthaler, Ulrich, et al.
(author)
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Retracted: The Impact of Aligning Product Development and Technology Licensing: A Contingency Perspective
- 2011
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In: The Journal of product innovation management. - : Wiley. - 0737-6782 .- 1540-5885. ; 28:Suppl. 1, s. 89-103
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Journal article (peer-reviewed)abstract
- The following article from Journal of Product Innovation Management, The Impact of Aligning Product Development and Technology Licensing: A Contingency Perspective by Ulrich Lichtenthaler and Johan Frishammar, published online on 13 October 2011 in Wiley Online Library (wileyonlinelibrary.com), has been retracted by agreement between the authors, the journal Editor-in-Chief, the Product Development and Management Association, and Wiley Periodicals, Inc. The retraction has been agreed to due to inconsistencies in the empirical results. Prof. Dr. Lichtenthaler has indicated that Prof. Frishammar was not responsible for any of the statistical analyses in the article and Prof. Dr. Lichtenthaler accepts sole responsibility for this article being retracted.
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| 8. |
- Micheli, Pietro, et al.
(author)
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Perceptions of industrial Design : The "means" and the "ends"’
- 2012
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In: Journal of Product Innovation Management. - : Wiley. - 0737-6782 .- 1540-5885. ; 29:5, s. 687-704
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Journal article (peer-reviewed)abstract
- It is widely accepted that industrial design can play an important role in the development of innovative products, but integrating design-thinking into new product development (NPD) is a challenge. This is because industrial designers have very different perspectives and goals than the other members of the NPD team, and this can lead to tensions. It has been postulated that the communications between NPD managers and industrial designers are made more difficult because each group uses very different language. This research made the first empirical investigation of the language used by designers and managers in describing “good” and “poor” industrial design. In-depth interviews were conducted with a sample of 19 managers and industrial designers at five leading companies. Multiple sources of data were utilized, including the repertory grid technique to elicit the key attributes of design, from the perspective of managers and designers. Using a robust, systematic coding approach to maximize the validity and reliability of qualitative data analysis, it was established that managers and industrial designers do not use a completely different vocabulary as previously supposed. Rather, it was found that managers and industrial designers use some common terms augmented by additional terms that are specific to each group: managers are commercially orientated in the “ends” they want to achieve and designers perceive more antecedents (“means”) necessary to achieve their “ends”—iconic design. This research led to a grounded conceptual model of the role of design, as perceived by managers and industrial designers. The implications of the results achieved are wide: they indicate how managers and designers can interact more productively during NPD; they highlight the need for more research on the language of designers and managers; and they point to issues that need to be covered in the education of industrial designers. Finally, this work suggests how managers and designers can engage in a more fruitful dialogue that will help to make NPD more productive.
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