PearsonAndrall E., “Tough-Minded Ways to Get Innovative,”Harvard Business Review (May/June 1988), pp. 99–106.
2.
“How to Regain the Productive Edge,”Fortune, May 22, 1989, pp. 92–104.
3.
“Enough with the Theory—Where's the Thingamajig?”4Business Week, March 21, 1988, pp. 154–158; “AT&T: The Making of a Comeback,”Business Week, January 18, 1988, pp. 56–62; “How Xerox Speeds Up the Birth of New Products,”Business Week, March 19, 1984, pp. 58–59; Fortune (5/22/89), op. cit.; “How Managers Can Succeed Through Speed,”Fortune, February 13, 1989, pp. 54–59; “Speeding New Ideas to Market,”Fortune, March 2, 1987, pp. 62–66; TakeuchiHirotakaNonakaIkujiro, “The New New Product Development Game,”Harvard Business Review (January/February 1986).
4.
FosterR.N., Innovation: The Attacker's Advantage (New York, NY: Summit Books, 1986).
5.
TzuSun, The Art of War, translated by GriffithSamuel B. (New York, NY: Oxford University Press, 1963).
“Manufacturers Strive to Slice Time Needed to Develop Products,”Wall Street Journal, February 22, 1988, p. 1.
9.
DavidsonWilliam, “Technology Environments and Organizational Choice,” paper presented at the Conference on Managing the High Technology Firm, The Graduate School of Business, University of Colorado, January 13–15, 1988.
10.
BirnbaumPhilip H., “Coping with Environmental and Market Forces Impacting High Technology Industry in the 1990s,” plenary address presented at the Conference on Managing the High Technology Firm, The Graduate School of Business, University of Colorado, January 13–15, 1988.
11.
PorterMichael E., “The Technological Dimension of Competitive Strategy,” in RosenbloomRichard S., ed., Research on Technological Innovation, Management and Policy, Vol. 1 (Greenwich, CT: JAI Press, 1983), pp. 1–33.
12.
TeeceDavid J., “Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy,”Research Policy, 15 (1986):285–305.
13.
OllerosFrancisco-Javier, “Emerging Industries and the Burnout of Pioneers,”Journal of Product Innovation Management, 3/1 (March 1986):5–18.
14.
GoldBela, “Approaches to Accelerating Product and Process Development,”Journal of Product Innovation Management, All (June 1987):81–88.
15.
TakeuchiNonaka, op. cit.
16.
Birnbaum, op. cit.
17.
BowerJoseph L.HoutThomas M., “Fast-Cycle Capability for Competitive Power,”Harvard Business Review (November/December 1988), pp. 110–118.
18.
CooperRobert G.KleinschmidtElko J., “An Investigation into the New Product Process: Steps, Deficiencies, and Impact,”Journal of Product Innovation Management, 3/2 (June 1986):84.
19.
HiseRobert T.O'NealLarryMcNealJames U.ParasuramanA., “The Effect of Product Design Activities on Commercial Success Levels of New Industrial Products,”Journal of Product Innovation Management, 6/1 (March 1989):43–50.
20.
Ibid.
21.
“Japan's Push in Pharmaceuticals,”Fortune, July 20, 1987, pp. 85–86.
22.
Davidson, op. cit.
23.
The industries represented in our sample included electronics, information processing, instrumentation, glass technology, and advanced air conditioning products. With the exception of two, all of the companies were listed in Fortune's 500 industrial firms. We did not observe any significant differences in the responses between the large firm participants and the midsized companies in our sample. For an initial exploratory research project in this area, the authors believed that a range of companies in technology-based businesses could yield richer data than a single industry focus. In total, 80 individuals—team members, team leaders, and senior managers involved in new product development efforts from R&D, marketing, engineering, and manufacturing—participated in our study. Each of our study participants were engaged in or had recently been involved with NPD projects considered important or highly important to their organizations. An effort was made to get a cross-section of respondents from the major functional areas involved in new product development. Most of the respondents had experience with at least two new product development assignments. We gained access to our study participants in a number of ways. One method was to approach either the senior Marketing or R&D Director and explain our study and ask for the names of key functional participants currently or recently involved in an important NPD program. In other instances, functional managers nominated one or more representative team members for our research program. All 80 participants completed a structured questionnaire that focused on the methods used to organize NPD efforts, the NPD strategy of the company, the degree of difficulty in carrying out NPD activities, and the frequency with which various activities delay new product development projects. Out of the 80 Participants, thirty-eight agreed to be personally interviewed by our research team. These interviews focused on identifying the reasons for accelerating the NPD process, reasons for delays, actions that can accelerate the process, what concerns them most during the NPD process, and how different functional groups delay the process. Our questionnaire and field interview protocol were based on discussions with new product development team members; our review of the new product development literature; and our direct experiences with a number of new product development teams. These interviews lasted from 1 to 2 hours. The interviews were tape recorded and later transcribed for content analysis. The analysis of the field interviews focused on delineating the major themes which developed for each question. The themes reported here represent how we ultimately classified the responses from our interviews. Two researchers independently identified the themes and discussed them to arrive at a consensus. This multi-method research approach of combining mail questionnaires with personal interviews in a single study helped us gain a clearer and better understanding of the issues. The personal interviews allowed us to ask questions and probe specific points in a manner not possible with a structured survey instrument. We found that almost all of the interviewees were highly interested in the study and responded meaningfully to our probes.
24.
Hise, op. cit.
25.
“The Politics of Innovation,”Fortune, April 11, 1988, pp. 131–132.
26.
CooperRobert G., “A Process Model for Industrial New Product Development,”IEEE Transactions on Engineering Management, 30/1 (February 1983):2–11.
27.
CooperKleinschmidt, op. cit.
28.
Hise, op. cit.
29.
CooperKleinschmidt, op. cit.
30.
Ibid.
31.
RobertsEdward B., “Managing Invention and Innovation,”Research Technology Management, 31/1 (January/February):27.
DruckerPeter F., “Best R&D is Business-Driven,”Wall Street Journal, February 10, 1988.
36.
Intel Corporation Annual Report 1988, p. 25.
37.
“The R&D Challenge—Getting It Out of the Lab,”Industry Week, May 4, 1987, pp. 33–36; Pearson, op. cit.
38.
Industry Week, op. cit.
39.
Roberts, op. cit.
40.
Ibid, p. 27.
41.
BowerHout, op. cit.; Fortune (2/13/89), op. cit.
42.
DoughertyDeborah, “New Products in Old Organizations: The Myth of the Better Mousetrap in Search of the Beaten Path,” unpublished Ph.D. dissertation, Alfred P. Sloan School of Management, MIT, 1987; DouglasMary, How Institutions Think (Syracuse, NY: Syracuse University Press, 1986).
43.
GuptaA.K.RajS.P.WilemonD., “The R&D-Marketing Interface in High-Technology Firms,”Journal of Product Innovation Management, 2 (March 1985):12–24; Industry Week, op. cit.; SouderWilliam E., “Managing Relations between R&D and Marketing in New Product Development Projects,”Journal of Product Innovation Management, 5 (March 1988):6–19; SouderWilliam E., Managing New Product Innovations (Lexington, MA: Lexington Books, 1987).
44.
Business Week (3/21/88), op. cit.
45.
von HippelEric, “Lead Users: A Source of Novel Product Concepts,”Management Science (July 1986).
46.
Roberts, op. cit.
47.
Ibid, p. 22.
48.
KidderTracy, The Soul of a New Machine (Boston, MA: Little, Brown, 1981).
49.
Ibid.
50.
WindY.MahajanV., “New Product Development Process: A Perspective for Reexamination,”Journal of Product Innovation Management, 5/4 (December 1988):304–310.
51.
TakeuchiNonaka, op. cit.
52.
BowerHout, op. cit.
53.
MaidiqueM. A.ZiglerB.J., “The New Product Learning Cycle,”Research Policy, 14 (1985):299–313; MeyersPatricia W.WilemonDavid, “Learning in New Technology Development Teams,”Journal of Product Innovation Management, 6/2 (June 1989):79–88.
54.
Von Hippel, op. cit.
55.
EurekaWilliam E., “Introduction to Quality Function Deployment,” section III of Quality Function Deployment: A Collection of Presentations and QFD Case Studies, American Supplier Institute Publication, January 1987; HauserJohnClausingDon, “The House of Quality,”Harvard Business Review (May/June 1988), pp. 63–73.
