Academy of Management Review. Apr2000, Vol. 25 Issue 2, p389-408. 20p. 3 Diagrams, 1 Chart.
NEW product development, PROJECT management, TEAMS in the workplace, DECISION making, RAPID prototyping, CROSS-functional teams, DECISION theory, PRODUCT quality, CREATIVE ability, and PSYCHOLOGICAL stress
Organizations must be ambidextrous to successfully develop new products--they must act creatively as well as collectively. However, how to do this is not clear. The author analyzes this problem and reviews the literature in terms of two opposing forces: the first increases the quantity and quality of ideas, information, and knowledge available for creative action while the second integrates these things into collective action. The author then models these forces to explain how the coexistence of contradictory structural elements and processes increases the probability of successful development. [ABSTRACT FROM AUTHOR]
Academy of Management Journal. Feb2001, Vol. 44 Issue 1, p61-80. 20p. 2 Diagrams.
NEW product development, PRODUCT management, COMMERCIAL products, CONSUMER preferences, INDUSTRIAL research, MANUFACTURING processes, RAPID prototyping, RESEARCH & development, MARKETING management, TECHNOLOGICAL innovations, JAPANESE, and UNCERTAINTY
This article develops a theoretical model that examines the moderating effect of perceived technological uncertainty on new product development (NPD). The authors tested the theoretical model using 553 Japanese NPD projects. They found that cross-functional integration, marketing and technical project synergy, and proficiency in marketing and technical development activities differentially contribute to project performance under conditions of high and low perceived technological uncertainty. Japanese project managers differentially focus NPD efforts on these factors according to the level of perceived technological uncertainty. [ABSTRACT FROM AUTHOR]
This article presents several conference paper abstracts on technology and innovation management, including and examination of whether varieties of capitalism theory properly describes the empirical world of technological innovation, a framework for exploring why industry incumbents lose their leadership positions to attackers in the face of seemingly innocuous technological changes, and empirical research into the nature of business relationships, knowing and learning in the British and Italian motorsport industries.
Academy of Management Executive. Aug99, Vol. 13 Issue 3, p77-84. 8p. 1 Black and White Photograph, 1 Chart.
NEW product development, PRODUCT management research, INDUSTRIAL surveys, STRATEGIC planning, RAPID prototyping, INDUSTRIAL research, PROJECT management, COMMERCIAL products, CORE competencies, HIGH technology industries management, and EDUCATION
This article describes the findings of three surveys that identify and investigate problems of managing technology in companies with advanced technology products. Twenty-four problems are ranked in order of importance by academics and practitioners from 17 countries. Several of the top-ranked problems are discussed and the implications for companies are considered. The findings of the study support a need to focus further academic research attention on the top-ranked problems. They also provide a starting point for executives concerned about these problems in their companies. Several actions are suggested for these executives. [ABSTRACT FROM AUTHOR]