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  • 1
    Electronic Resource
    Electronic Resource
    Team member experiences in new product development: views from the trenches (2003)
    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    R & D management 33 (2003), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Although cross-functional teams are often used for new product development (NPD), many companies struggle to implement them successfully. Through in-depth interviews with 71 team members from 18 companies in a variety of technology-based industries, this study focuses on the experiences of the people who actually do much of the work of NPD (team members) and explores their perceptions and attitudes about cross-functional team assignments. The purpose of our study is to identify the factors that influence and shape NPD team member experiences. Our results suggest that although NPD work can be rewarding and productive, NPD team members are often neglected by other team members, project leaders, and senior management. This sense of neglect has important implications for all of these constituencies, but particularly for senior management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9310.00311
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Gaining Superior Performance of New Products in the Telecommunications Industry (1994)
    Bradford : Emerald
    The @journal of business & industrial marketing 9 (1994), S. 19-32 
    Details
    ISSN: 0885-8624
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Identifies and compares characteristics of firms in thetelecommunications industry who have high new product performance.Performance comprises two dimensions: impact of new products on thecompany and goal performance. Explore profiles of high performance firmswith regard to how they organize for new product development (NPD), theactivities undertaken in the NPD process, and their choice of newproduct strategies. The results show that the NPD structures, processesand strategies of high performance firms vary by the measure ofperformance.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/08858629410073171
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    Paper (German National Licenses)
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  • 3
    Electronic Resource
    Electronic Resource
    How marketing research affects cycle time: a case of the telecommunications industry (2001)
    Bradford : Emerald
    The @journal of business & industrial marketing 16 (2001), S. 258-273 
    Details
    ISSN: 0885-8624
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines how marketing research affects cycle time (the time from product conceptualization to product introduction), in technology-driven industries. The key research question to be examined in this study is: how do the collection, dissemination and utilization of marketing research information affect cycle time? Focuses on the telecommunications industry as an industry in which technology often drives the dynamics in the marketplace. Presents an empirical examination of the key research question in an exploratory study of hardware firms in the telecommunications industry. The results suggest that the collection of marketing research does not impact cycle time significantly. However, increased frequency of dissemination of the information collected via marketing research can increase cycle time. Finds also that, while the utilization ofmarketing research in designing products can increase cycle time, utilization of marketing research for strategy development can actually reduce cycle time. Thus, incorporation of marketing research in new product development can aid the introduction of new products in a timely manner.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000005504
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    Paper (German National Licenses)
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  • 4
    Electronic Resource
    Electronic Resource
    Factors influencing product development team satisfaction (2001)
    Bingley : Emerald
    European journal of innovation management 4 (2001), S. 32-36 
    Details
    ISSN: 1460-1060
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The increasing use of cross-functional teams for new product development (NPD) belies the difficulty managers face in creating teams that are truly effective. Effectiveness depends, in part, on having members who are satisfied with their team and their project. This article reports the results of 71 interviews with members of NPD teams, with a particular focus on the drivers of team member satisfaction. These drivers include: team characteristics, clear project goals, clarity about evaluation and rewards, effective leadership, management support, and manageable levels of conflict and stress. To create satisfied team members, we discuss actions that can be taken at the senior management, project leader and team member level.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14601060110365556
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    Paper (German National Licenses)
    Fulltext
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