TECHNOLOGICAL innovations, NEW product development, MARKETING executives, RAPID prototyping, INDUSTRIAL research, and CONCURRENT engineering
The article presents abstracts of papers related to product innovation. Some of the papers are, "Product Development--Faster, On-Time," by Morgan Swink. Morgan Swink collected empirical data from over 130 recent new product launches to determine which of these techniques actually improved time to market. He found that not all had significant effects on cycle time, and, interestingly, some actually worsened time-based performance. He found that well over half of the projects used certain techniques, such as cross functional teams, production-like prototypes, and CAD technology. A smaller number used rapid prototyping, DFM, electronic design databases, computerized scheduling, certified suppliers, and additional resources. "Entry Strategy for Radical Product Innovations: A Conceptual Model and Propositional Inventory," by Elisa Montaguti, Sabine Kuester, and Thomas S. Robertson. They note that marketing managers generally like rapid takeoffs in order to gain first-mover advantages. Often, for radical innovations or consumer durables, however, a long time may ensue between launch and rapid diffusion possibly as long as several years. It makes sense under these conditions to keep early commitments low, however, substantial commitments may need to be made early in order to stay in the game.
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.