Song, X. Michael, Montoya-Weiss, Mitzi M., and Schmidt, Jeffrey B.
Journal of International Marketing. 1997, Vol. 5 Issue 3, p47-69. 23p. 3 Charts.
NEW product development, INTERNATIONAL markets, EXPORT marketing, MARKETING management, PRODUCT management, RESOURCE management, and ECONOMIC expansion
Developing new products is an important activity for firms in the global, competitive marketplace. While marketing plays an important role in the process of developing new products, few studies have examined marketing's role in developing new products in East Asia. This research focuses on comparing marketing's contribution to the new product development process in South Korean and Taiwanese firms. South Korea and Taiwan have rapidly expanding economies that depend heavily on foreign exchange. In addition, these two countries have successfully transformed themselves from producing mainly low-value, labor-intensive goods to producing many high-value, high-technology products that require significant marketing savvy and proficiency. In this article, a model of the interrelationships among marketing resources, skills, activities, and new product performance is developed and tested using data on 372 recently developed South Korean new products and 306 recently developed Taiwanese new products. The results generally support the model, though some interesting differences were found between the two countries. It was found that merely possessing large quantities of marketing resources is not a key to new product success. Rather, the marketing skills derived from marketing resources and the proficiency in conducting marketing activities are important for successfully developing new products in South Korean and Taiwanese firms. [ABSTRACT FROM AUTHOR]
Massey, Anne P., Montoya-Weiss, Mitzi M., and Yu-Ting Hung
Journal of Management Information Systems. Spring2003, Vol. 19 Issue 4, p129-155. 27p. 5 Charts, 9 Graphs.
Multinational work teams, Virtual work teams, Effect of technological innovations on industrial relations, Cluster analysis (Statistics), Project management, Management science, Information resources management, Teams in the workplace, Effect of technological innovations on employees, Managerial economics, Technological progress, and Telematics
In this study, we explore the nature of team interaction and the role of temporal coordination asynchronously communicating global virtual project teams (GVPT). Drawing on Time, Interaction, and Performance (TIP) theory, we consider how and why virtual team behavior is temporally patterned in complex ways. We report on the results of an experiment consisting of 35 virtual project teams comprised of 175 members residing in the United States and Japan. Through content and cluster analysis, we identify distinct patterns of interaction and examine how these patterns are associated with differential levels of GVPT performance. We also explore the role of temporal coordination mechanisms as a means to synchronize temporal patterns in GVPTs. Our results suggest that successful enactment of temporal coordination mechanisms is associated with higher performance. However, we found that temporal coordination per se is not the driver of performance; rather, it is the influence of coordination on interaction behaviors that affects performance. [ABSTRACT FROM AUTHOR]
Massey, Anne P., Montoya-Weiss, Mitzi M., and O'Driscoll, Tony M.
Journal of Management Information Systems. Spring2002, Vol. 18 Issue 4, p37-58. 22p. 5 Diagrams, 1 Chart.
Knowledge management, Commercial products, Rapid prototyping, Product management, Innovations in business, New product development, Technological innovations, Business intelligence, Industrial management, Business success, Marketing, and Competition
We develop and illustrate a performance-centered design (PCD) methodology for structuring knowledge-intensive, ill-defined processes. PCD provides a holistic view of a performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. The context for our theoretical exposition is the fuzzy front-end of the new product development (NPD) process. Despite the fact that front-end concept definition and selection is central to a firm's innovation capability, these activities are ill-structured and typically the most poorly managed in the entire innovation process. Through a case study, we illustrate the proposed PCD methodology as applied to the fuzzy front-end and additionally illustrate how electronic performance support technology can be utilized to support the fuzzy front-end process. Although specifically applied within the context of one firm, we contend that the PCD methodology is applicable to other knowledge-intensive and relatively unstructured processes. [ABSTRACT FROM AUTHOR]
Massey, Anne P, Ramesh, V, and Montoya-Weiss, Mitzi M
Knowledge Management: Concepts, Methodologies, Tools, and Applications. 2008, v. 1, p144-161.
Enhancing Performance Through Knowledge Management: A Holistic Framework ABSTRACT . INTRODUCTION Knowledge management (KM) is a topic that has gained increasing attention since the mid-1990s. Knowledge about customers, products, processes, [...]