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Modifying new product development pr...

Wu, Tao.

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Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design./
作者:	Wu, Tao.
面頁冊數:	111 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-05, Section: A, page: 1863.
Contained By:	Dissertation Abstracts International66-05A.
標題:	Business Administration, Marketing. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3176970
ISBN:	0542162822

Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design.
Wu, Tao.

Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design. - 111 p.

Source: Dissertation Abstracts International, Volume: 66-05, Section: A, page: 1863.

Thesis (Ph.D.)--The University of Utah, 2005.

Successful new product development is critical to long-term firm performance. A growing, body of "best practice" research has emerged to identify organizational and managerial practices associated with superior new product outcomes. Past research in this area has looked into various process design issues, such as how top management and other organizational members should be involved, how different functions should collaborate with each other, and how individual decision makers should share their ideas and form collective understandings, etc.

ISBN: 0542162822Subjects--Topical Terms:

1017573
Business Administration, Marketing.

Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design.
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245 1 0 $a Modifying new product development process under environmental volatility and ambiguity: A fit theory for new product development process design.
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500 $a Source: Dissertation Abstracts International, Volume: 66-05, Section: A, page: 1863.
500 $a Advisers: Stephen J. Carson; William L. Moore.
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520 $a Successful new product development is critical to long-term firm performance. A growing, body of "best practice" research has emerged to identify organizational and managerial practices associated with superior new product outcomes. Past research in this area has looked into various process design issues, such as how top management and other organizational members should be involved, how different functions should collaborate with each other, and how individual decision makers should share their ideas and form collective understandings, etc.
520 $a The very notion of best practice research implies that there is a single best way to develop new products across all situations. I challenge this unconditional perspective by developing and testing a broad theoretical framework that prescribes different new product development processes depending on the external environment for the particular development project. The theory posits that the performance implications of a new product development process will be significantly moderated by the levels of volatility and ambiguity faced by the firm on the development project. It argues that more ambiguous environments demand/reward new product development processes that are capable of resolving this ambiguity through problem solving whereas highly volatile environments demand/reward processes that are capable of speed such that products reach the market before it changes. While both outcomes are desirable in general, the theory shows that a tradeoff exists such that greater capabilities to resolve ambiguity necessitate slower development speed and greater development speed necessitates weaker capabilities to accurately resolve ambiguity. Drawing specifically on the organizational learning literature, the firm's capability to resolve ambiguity is argued to increase in (1) front-end participation, (2) ideation extensiveness, (3) top management involvement, and (4) consensus thoroughness. In contrast, the firm's capability to develop products quickly is argued to decrease in these same factors. Using data from 120 manufacturing companies and stochastic frontier analysis methodology, the study finds that, as ambiguity increases relative to volatility, ideation extensiveness and front-end participation are more positively related to new product performance while top management involvement and consensus thoroughness negatively influence performance.
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