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New Product Development
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Author(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Rensselaer Polytechnic Institute, NY, USA)and Jonathan D. Linton (Rensselaer Polytechnic Institute, NY, USA)
Copyright: 2009
Pages: 24
Source title:
Principle Concepts of Technology and Innovation Management: Critical Research Models
Source Author(s)/Editor(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Empire State College - SUNY, USA)and Jonathan D. Linton (University of Ottawa, Canada)
DOI: 10.4018/978-1-60566-038-7.ch008
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Abstract
The articles addressed in this chapter on new product development can be classified in two general categories—papers that address the internal processes that assist or hinder development, and those that focus on factors that contribute to a new product’s success or failure in terms of performance and diffusion. We begin with Cooper and Kleinschmidt (1986), who report on the second phase of the New Prod project. Its goal was to examine the nature of the steps that affect the development process and determine how the step-wise structure was modified by the developer companies in order to improve process performance. Clark (1989) looks at project scope, or the extent to which in-house part development affects new product development and overall project performance. The new product development process, as a comprehensive scope of work, is the subject of Millison, Raj, and Wilemon’s (1992) discussion, specifically what the tensions and trade-offs are that occur among different functional areas and how they affect innovative product development. Wheelwright and Clark (1992) provide insight into strategies to plan, focus, and control a firm’s project development, offering an aggregate project plan that promotes management clearly delineating the roles and steps of each participant’s activities. Griffin and Page (1993) offer a practitioner’s framework that identifies and coordinates the many measures of product development success and failure, and holds them up against existing measures used by academic researchers. We then move to Souder’s (1988) article examining the relationship between R&D groups and marketing groups, the nature of the problems between them, and the structure of potentially effective partnerships.
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