International Journal of Operations & Production Management. 2004, Vol. 24 Issue 7, p642-665. 24p.
TECHNOLOGICAL innovations, RAPID prototyping, NEW product development, PRODUCT management, INDUSTRIAL research, and MANAGEMENT literature
This paper empirically examines the process of acquiring technology from a source, external to the firm, and incorporating it into a new product or operational process under development We refer to this key activity in product and process innovation as external technology integration. This paper develops a conceptual model of external technology integration based on organizational information processing theory and a wide range of technology management literature. Field interviews were conducted to evaluate the validity of the model across diverse settings. Our results indicate general support for the conceptual model. We close with a discussion of the implications of this study for both theory and practice. [ABSTRACT FROM AUTHOR]
OFFSHORE outsourcing, LEAN management, TECHNOLOGICAL innovations, RESEARCH & development, NEW product development, FINANCIAL leverage, STRATEGIC alliances (Business), RAPID prototyping, COMMERCIAL product testing, and LABOR costs
A key to effective and efficient R&D is the ability to commercialize new products quickly and effectively while leveraging the advantages of global outsourcing. The growing role of global outsourcing in new product development (NPD) represents a paradigm shift that has had a large impact on innovation and commercialization. In this article the use of outside innovation and commercialization resources, from contract employees to short-run manufacturers, is explored. We synthesize our research into four areas where R&D managers can most effectively leverage outsourcing throughout the innovation continuum. Opportunities include developing strong strategic partnerships with outside vendors, using rapid prototyping resources to support agile development, using short-run manufacturers to test products and markets before building to volume, and using expert contractors to reduce fixed personnel costs. [ABSTRACT FROM PUBLISHER]
Urbig, Diemo, Bürger, Robin, Patzelt, Holger, and Schweizer, Lars
Journal of Management. May2013, Vol. 39 Issue 4, p985-1015. 31p.
NEW product development, CAPITALISTS & financiers, HIGH technology industries, RAPID prototyping, MANUFACTURING processes, INDUSTRIAL management, CORPORATE finance, and TECHNOLOGICAL innovations
The authors develop a model of investor reactions to new product development (NPD) failures in high technology firms. They propose that a firm’s financial and managerial capabilities, and its strategic focus on R&D, influence investors’ perceptions of the firm’s market value after NPD failure and that these effects are contingent on the development stage of the failed product. Using data on 148 NPD failures of publicly traded biopharmaceutical firms and an event study methodology the authors find support for their hypotheses. They show that the relationships between a firm’s (a) financial capabilities, (b) managerial capabilities, and (c) strategic focus on R&D, respectively, and the decline of firm market value after NPD failure are more negative for products that fail in late development stages than for products that fail in early development stages. The authors’ results highlight the importance of a conjoint consideration of product-level and organizational-level effects in explaining investor reactions to NPD outcomes. [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.