Criteria employed for go/no-go decisions when developing successful highly innovative products

Carbonell-Foulquié, Pilar; Munuera‐Alemán, José Luís; Rodríguez-Escudero, Ana Isabel

doi:10.1016/s0019-8501(03)00080-4

Cited by 91 publications

(67 citation statements)

References 33 publications

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“…Instead, criteria are chosen with regard to the given context and are dependent on the phase (Baker and Albaum, 1986;Balachandra and Friar, 1997;Carbonell-Foulquie et al, 2004;Hart et al, 2003;Hauser and Zettelmeyer, 1997). The following summarizes some of the most important studies from recent decades which have examined the criteria used to assess new products and services, from idea to commercialization.…”

Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

“…Hart et al also found that intuition was used quite frequently at this stage. Carbonell-Foulquie et al (2004) claim that five factors influence go/no-go decisions: strategic fit, technical feasibility, customer acceptance, financial performance, and market opportunity. The importance of the factors varied depending on the NPD stage at which they were applied.…”

Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

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Exploring holistic intuitive idea screening in the light of formal criteria

2014

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PostprintThis is the accepted version of a paper published in Technovation. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the original published paper (version of record):Magnusson, P., Netz, J., Wästlund, E. (2014) Exploring holistic intuitive idea screening in the light of formal criteria. ABSTRACTThe aim of the article is to achieve a better understanding of idea screening selection based on intuition in relation to formal specific criteria.Four experienced experts used two approaches to independently evaluate a set of 83 ideas.The first approach was "gut feeling", whereby the experts rated each idea on the basis of their intuition,. In the second approach the same ideas were rated instead using three established specific criteria (Originality, User Value, and Producibility). Regression analysis showed that the three criteria explained about 50 percent of the intuitive assessments. Furthermore, one of the experts thought out loud during his intuitive assessment, thus revealing further influencing.This article contributes by establishing a statistical relationship between assessment based on intuition and assessment based on formal specific criteria. The article also offers two additional candidate criteria, and five tentative affectors, that could provide a further explanation of intuitive assessment. . The conclusion reached in the study is that intuition can be used because it is less resource-dependent than criteria-based assessment; however, there must also be some emphasis on validating the assessor's domain of expertise, and designing the instructions, if the assessment is to have an incremental or radical twist.

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Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

Exploring holistic intuitive idea screening in the light of formal criteria

2014

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“…However, EUT has been criticized for limiting its application to a single attribute: the pay-off (or wealth). Many authors have shown the complexity of the NPD decision-making process through empirical studies that have demonstrated that they consider more than one attribute in their utility functions [3,4,33]. All the related studies suggest that NPD decision-making processes are driven by various criteria, usually conflicting ones, related to their economic, social, and cultural environment situation, in addition to the expected profit.…”

Section: Heuristic Multi-attribute Utility Function Approachmentioning

confidence: 99%

“…Each phase encloses many decision points, where management decides about the future of the project [26]. One of the most critical decisions when managing NPD projects is the new product idea selection [1,4]. Several researchers conclude that it is difficult for managers to end the NPD projects once they are begun [12,35].…”

Section: Introductionmentioning

confidence: 99%

A two phase multi-attribute decision-making approach for new product introduction

Kahraman

Büyüközkan

Ateş

2007

Information Sciences

149

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“…Kumar et al (1996) suggested strategic fit. According to Carbonell-Foulquie et al (2004), we should adopt 16 criteria complied from the literature as control, except for product exclusivity, which is converted into originality. The final criteria are as follow: availability of resources, opportunity window, project alignment with the firm's strategy, marketing synergies, technical/R&D synergies, project total cost for a given time cycle, product quality, originality, market acceptance, customer satisfaction, sales volume, market share, market growth, margin rate, internal rate of return, and payback time.…”

Section: Controlmentioning

confidence: 99%

On the design of process‐oriented knowledge management system for fourth generation R&D

Kim

Park

Seol

2007

Knowl Process Manag

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It is difficult to measure innovation and to define close coordination of adequate technical knowledge and excellent market judgments to satisfy economic and technological constraints simultaneously. However, research on technological innovation models has gradually and continuously evolved over time. Innovation models and R&D systems do not match exactly, but have similar evolutionary trajectories in view of market and managing knowledge. Knowledge management system (KMS) potentially supports successful innovation and R&D systems in response to evolutionary changes at the same time that it minimizes changes in both information systems and organizational structure. First, the evolutionary classification of R&D generations and the corresponding characteristics of respective generations are defined, and KMS and its role in the R&D process are reviewed. We delineate the fourth generation R&D structure and its activities using IDEF0. Finally, the overall framework and detailed submodules are described. The system outline and some sub-modules are employed for illustration purposes.

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Criteria employed for go/no-go decisions when developing successful highly innovative products

Cited by 91 publications

References 33 publications

Exploring holistic intuitive idea screening in the light of formal criteria

Exploring holistic intuitive idea screening in the light of formal criteria

A two phase multi-attribute decision-making approach for new product introduction

On the design of process‐oriented knowledge management system for fourth generation R&D

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