Abstract
Speed of development, speed to market, and meeting market needs are often recommended in the new product development (NPD) literature as keys to successful product launches, but it is not clear how market knowledge competence and time performance are related in driving successful NPD. To find out, we analyzed 250 firms from four countries (Germany, Italy, Japan, and USA). We found the two factors to be complementary, i.e., both direct and interaction effects of speed and market knowledge on product success were found. In particular, the strong effect of market knowledge competence on product success is noteworthy because building market knowledge competence is a strategy that management can proactively utilize to cope with market uncertainty, which has been argued to moderate the time performance relationship in NPD. The implication is that both measures of effectiveness (matching needs) and efficiency (speed) need to be considered complementarily when managing for successful NPD.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 219-228 |
| Number of pages | 10 |
| Journal | IEEE Transactions on Engineering Management |
| Volume | 56 |
| Issue number | 2 |
| DOIs | |
| State | Published - Jan 30 2009 |
Fingerprint
All Science Journal Classification (ASJC) codes
- Strategy and Management
- Electrical and Electronic Engineering
Cite this
}
The impacts of time performance and market knowledge competence on new product success : An international study. / Johnson, William Harold; Piccolotto, Zeljana; Filippini, Roberto.
In: IEEE Transactions on Engineering Management, Vol. 56, No. 2, 30.01.2009, p. 219-228.Research output: Contribution to journal › Article
TY - JOUR
T1 - The impacts of time performance and market knowledge competence on new product success
T2 - An international study
AU - Johnson, William Harold
AU - Piccolotto, Zeljana
AU - Filippini, Roberto
PY - 2009/1/30
Y1 - 2009/1/30
N2 - Speed of development, speed to market, and meeting market needs are often recommended in the new product development (NPD) literature as keys to successful product launches, but it is not clear how market knowledge competence and time performance are related in driving successful NPD. To find out, we analyzed 250 firms from four countries (Germany, Italy, Japan, and USA). We found the two factors to be complementary, i.e., both direct and interaction effects of speed and market knowledge on product success were found. In particular, the strong effect of market knowledge competence on product success is noteworthy because building market knowledge competence is a strategy that management can proactively utilize to cope with market uncertainty, which has been argued to moderate the time performance relationship in NPD. The implication is that both measures of effectiveness (matching needs) and efficiency (speed) need to be considered complementarily when managing for successful NPD.
AB - Speed of development, speed to market, and meeting market needs are often recommended in the new product development (NPD) literature as keys to successful product launches, but it is not clear how market knowledge competence and time performance are related in driving successful NPD. To find out, we analyzed 250 firms from four countries (Germany, Italy, Japan, and USA). We found the two factors to be complementary, i.e., both direct and interaction effects of speed and market knowledge on product success were found. In particular, the strong effect of market knowledge competence on product success is noteworthy because building market knowledge competence is a strategy that management can proactively utilize to cope with market uncertainty, which has been argued to moderate the time performance relationship in NPD. The implication is that both measures of effectiveness (matching needs) and efficiency (speed) need to be considered complementarily when managing for successful NPD.
UR - http://www.scopus.com/inward/record.url?scp=67349101752&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=67349101752&partnerID=8YFLogxK
U2 - 10.1109/TEM.2008.2009789
DO - 10.1109/TEM.2008.2009789
M3 - Article
AN - SCOPUS:67349101752
VL - 56
SP - 219
EP - 228
JO - IEEE Transactions on Engineering Management
JF - IEEE Transactions on Engineering Management
SN - 0018-9391
IS - 2
ER -