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.