東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Strategic measures of product develo...

Manion, Michael T.

Linked to FindBook

Google Book

Amazon

博客來

Strategic measures of product development success.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Strategic measures of product development success./
Author:	Manion, Michael T.
Description:	445 p.
Notes:	Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 4121.
Contained By:	Dissertation Abstracts International64-11A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3111242

Strategic measures of product development success.
Manion, Michael T.

Strategic measures of product development success. - 445 p.

Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 4121.

Thesis (Ph.D.)--University of Illinois at Chicago, 2003.

Our study examines the effects of strategic business type on the importance of product development (PD) performance measures. Firms clearly should measure their product development performance relative to their business strategies.Subjects--Topical Terms:

626628
Business Administration, Management.

Strategic measures of product development success.
LDR:03362nmm 2200313 4500 001 1859576
005 20041020143632.5
008 130614s2003 eng d
035 $a (UnM)AAI3111242
035 $a AAI3111242
040 $a UnM $c UnM
100 1 $a Manion, Michael T. $3 1947231
245 1 0 $a Strategic measures of product development success.
300 $a 445 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 4121.
500 $a Chair: Joseph Cherian.
502 $a Thesis (Ph.D.)--University of Illinois at Chicago, 2003.
520 $a Our study examines the effects of strategic business type on the importance of product development (PD) performance measures. Firms clearly should measure their product development performance relative to their business strategies.
520 $a We first advance a model of the relationships among the three key strategic business types, as defined by Miles and Snow (1978 and 1994), and product development program performance, as supported by the literature. Second, we catalogue the many factors of program success and classify them into program performance measures to use in testing the proposed business strategy—performance measurement model. Third, we identify strategy-based performance measures for new service development programs.
520 $a We propose that firms vary by strategic business type and that they find appropriate solutions to their characteristic business problems, in part, by way of their programs. Therefore, certain measures of performance, which reflect successful solutions to their most important problems, may be more appropriate for one or more of the established strategic business types. For example, Prospector-type firms solve their dominant entrepreneurial problem of recognizing and exploiting new business opportunities by continuously introducing new products to new markets. This implies that the more important measures of success for Prospectors are those that reflect innovative solutions to their entrepreneurial problems, such as future market opportunities, the new product revenues and profits. On the other hand, Defender-type firms seek efficient solutions to their technical engineering problems. Therefore, the more important measures for Defenders may be those that reflect the necessary large capital investments and the effective use of firm resources, such as, improving returns on the fixed investments.
520 $a Another critical dimension of firms' PD programs is the composition of their project portfolios. Firms decide which types of projects to include in their portfolios as solutions to their critical entrepreneurial problem of defining their product and market domains. Firms that are likely to pursue innovative projects may also be likely to use measures that reflect success with new technologies and in new markets. Therefore, we also propose that firms' commitment of resources to different project types and the importance of different performance measures for these PD projects may vary by strategic type.
590 $a School code: 0799.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Business Administration, Marketing. $3 1017573
650 4 $a Business Administration, Banking. $3 1018458
690 $a 0454
690 $a 0338
690 $a 0770
710 2 0 $a University of Illinois at Chicago. $3 1020478
773 0 $t Dissertation Abstracts International $g 64-11A.
790 1 0 $a Cherian, Joseph, $e advisor
790 $a 0799
791 $a Ph.D.
792 $a 2003
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3111242