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Ali, Abdul

doi:10.1023/a:1008142823872

Cited by 62 publications

(7 citation statements)

References 16 publications

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“…This finding is consistent with prior studies investigating the contingency effect of product innovativeness (Ali 2000;Langerak and Hultink 2006). The results also reveal that lead user involvement (b 10 =0.53, p<0.01) and market pull (b 11 =0.40, p<0.05) exert positive effects on new product sales.…”

Section: Hypothesis Testingsupporting

confidence: 91%

Development time and new product sales: A contingency analysis of product innovativeness and price

2009

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Opposing theories and conflicting empirical results with regard to the effect of development time on new product sales suggest the need for a contingency analysis into factors affecting this relationship. This study uses a unique combination of accounting and perceptual data from 129 product development projects to test the combined contingency effect of product innovativeness and new product price on the relationship between development time and new product sales. The results show that for radically new products with short development times, price has no effect on new product sales. When the development time is long, price has a negative effect on the sales of radical new products. The findings additionally show that price has no effect on sales for incremental new products with short development times and a negative effect for incremental new products with long development times. Together, these findings shed new light on the relationship between development time and new product sales. Keywords Development time . Product innovativeness . New product priceMany studies posit that shortening the new product's development time brings about an increased level of cohesion among team members which results in fewer mistakes that might cause problems after product launch (see, e.g., Chen et al. 2005). Faster development has also been linked with improved coordination and subsequent reductions in costly work redundancy, errors, and recycling that will cause quality problems after adoption (Harter et al. 2000). Concentration on speed also forces a Market Lett

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Section: Hypothesis Testingsupporting

confidence: 91%

Development time and new product sales: A contingency analysis of product innovativeness and price

2009

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“…The results of model 3 additionally show that the interaction between development time and product innovativeness is positively related to new product sales (b 15 =0.85, p<0.01). This finding is consistent with prior studies investigating the contingency effect of product innovativeness (Ali 2000;Langerak and Hultink 2006). The results also reveal that lead user involvement (b 10 =0.53, p<0.01) and market pull (b 11 =0.40, p<0.05) exert positive effects on new product sales.…”

Section: Hypothesis Testingsupporting

confidence: 91%

“…This study is part of a continuing effort by Ali (2000) and others to shed light on the relationship between development time and new product performance. The present study broadens the theory on development time-based competition by incorporating new product price in the relationship between development time, product innovativeness, and new product sales.…”

Section: Discussionmentioning

confidence: 99%

“…However, there is a chance that development time may be correlated with variables that were omitted from the specified model or that development time may vary for radical and incremental new products. Usually, it is assumed that radical new products take longer to develop than incremental new products (e.g., Ali 2000;Griffin 2002), although the firm central in our study takes on average shorter to develop radical new products. According to one of the higher managers, employees might devote more time and resources to the development of radical new products than to the development of incremental new products as these radical projects are more challenging.…”

Section: Endogeneity Concerns and Alternative Model Specificationsmentioning

confidence: 96%

“…Prior research shows that development time reduction worsens a radical new product's acceptance by potential users (e.g., Ali 2000). The rationale is that accelerated development of radical new products usually brings on the disadvantages of development time reduction because radical projects are difficult to plan, risky to execute, and complex to implement (Griffin 1997).…”

Section: Hypothesesmentioning

confidence: 99%

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Development time and new product sales: A contingency analysis of product innovativeness and price

2009

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Accelerated Product Development

Langerak

2010

Wiley International Encyclopedia of Marketing

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Accelerated product development is a competitive strategy that seeks to reduce the development cycle time of new products. However, there has been little theoretical advancement and empirical model testing in the identification of the conditions under which cycle time reduction is appropriate, the organizational characteristics and practices that accelerate product development, and the precise manner by which cycle time reduction affects project outcomes. Since cycle time reduction has become widely accepted as a key element in managing new‐product development, this contribution organizes and integrates the literature on accelerated product development. Specifically, we argue that the antecedents associated with shorter development cycle time are well known, but that there are inconsistencies with respect to the contextual applicability of cycle time reduction, and contradictory empirical evidence for its alleged merits in achieving lower development costs, better product quality, and greater chance of new‐product success. We attribute these inconclusive results to methodological differences in measurement approach, trade‐offs in cycle time reduction, and the hidden costs of accelerated product development. Moreover, we discuss that it is essential to take the new product's window of opportunity into account while investigating the outcomes of accelerated product development. For scholars, we provide a theoretical foundation for rigorous, empirical research. For practitioners, we list the merits of cycle time reduction, describe the situations in which it is appropriate, and delineate ways how interventions can be applied.

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Untitled

Cited by 62 publications

References 16 publications

Development time and new product sales: A contingency analysis of product innovativeness and price

Development time and new product sales: A contingency analysis of product innovativeness and price

Development time and new product sales: A contingency analysis of product innovativeness and price

Accelerated Product Development

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