Critical Technology Management Issues of New Product Development in High‐Tech Companies

Scott, George M.

doi:10.1111/1540-5885.1710057

Cited by 32 publications

(31 citation statements)

References 30 publications

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“…For example, the Delphi method has been used to select IS projects (Peffers & Tuunanen, 2005), specify IS project requirements (Perez & Schueler, 1982), to determine the criteria for IS prototyping decisions (Doke & Swanson, 1995), rank technology management issues in new product development projects (Scott, 2000), and to develop a descriptive framework of knowledge manipulation activities (Holsapple & Joshi, 2002). The Delphi method was used at the InSITE 2005 conference to identify topics that should be in an IT curriculum (Lunt et al, 2005).…”

Section: Delphi Methods Flexibility In Is/it Researchmentioning

confidence: 99%

The Delphi Method for Graduate Research

2007

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Executive SummaryThe Delphi method is an attractive method for graduate students completing masters and PhD level research. It is a flexible research technique that has been successfully used in our program at the University of Calgary to explore new concepts within and outside of the information systems body of knowledge. The Delphi method is an iterative process to collect and distill the anonymous judgments of experts using a series of data collection and analysis techniques interspersed with feedback. The Delphi method is well suited as a research instrument when there is incomplete knowledge about a problem or phenomenon; however it is not a method for all types of IS research questions. The Delphi method works especially well when the goal is to improve our understanding of problems, opportunities, solutions, or to develop forecasts. In this paper, we provide a brief background of the Classical Delphi followed by a presentation of how it has evolved into a flexible research method appropriate for a wide variety of IS research projects, such as determining the criteria for IS prototyping decisions, ranking technology management issues in new product development projects, and developing a descriptive framework of knowledge manipulation activities. To illustrate the method's flexibility, we summarize distinctive non-IS, IS, and graduate studies Delphi research projects. We end by discussing what we have learned from using the Delphi method in our own research regarding this method's design factors and how it may be applied to those conducting graduate studies research: i) methodological choices such as a qualitative, quantitative or mixed methods approach; ii) initial question degree of focus whether it be broad or narrowly focused; iii) expertise criteria such as technical knowledge and experience, capacity and willingness to participate, sufficient time, and communication skills; vi) number of participants in the heterogeneous or homogeneous sample, v) number of Delphi rounds varying from one to 6, vi) mode of interaction such as through email, online surveys or groupware, vii) methodological rigor and a research audit trail, viii) results analysis, ix) further verification through triangulation or with another sample, and x) publishing of the results. We include an extensive bibliography and an appendix with a wide-ranging list of dissertations that have used the Delphi method (including brief research description, number of rounds and sample size). The Delphi method is a flexible, effective and efficient research method that can be successful used by IS graduate students to answer research questions in information systems and to rigorously advance the IS body of knowledge.

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Section: Delphi Methods Flexibility In Is/it Researchmentioning

confidence: 99%

The Delphi Method for Graduate Research

2007

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“…In keeping with this, Scott (2000) argues that "conventional" financial criteria (such as ROI) do not succeed at predicting the future financial success of projects incorporating new technologies. In the same vein, Tidd and Bodley (2002) observed that the usage of financial criteria at the initial screening is more suitable for low novelty projects than for high nov-elty projects; on the other hand, the criterion "support for strategic objective" is considered more useful for high novelty projects.…”

Section: Go/no-go Criteria and Technology Newnessmentioning

confidence: 99%

“…According to Scott's (2000) study, project selection and evaluation issues were ranked second in importance on a list containing 24 management issues of technology companies.…”

Section: Introductionmentioning

confidence: 99%

Technology Newness and Impact of Go/No-Go Criteria on New Product Success

2004

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This study shows that the relative effect of five dimensions of go/no-go criteria on new product success is contingent on the stage of the development process and newness of the technology. Specifically, strategic fit criteria are critical to new product success at the initial screening. Technical criteria are significantly correlated with product success only at the go-to-development decision gate. Market opportunity criteria relate positively with project success at the initial screening, the market launch gate and the post-launch review. Financial criteria correlate positively with success from the go-to-development decision to the first post-launch review. Customer-acceptance criteria stand out as equally important to success throughout the entire development process. In relation to the moderating effect of technology newness, it was found that customer acceptance and market opportunity criteria at the initial screening are more important for the success of low technologically innovative projects than for the success of high technologically innovative projects. At the initial screening, financial criteria exert a negative effect on the success of projects incorporating highly innovative technologies.

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“…For example, quick innovations can drive out the more profitable breakthrough types, and key information-gathering steps may be skipped (Cooper & Kleinschmidt, 1994;Crawford, 1992). To the extent that faster product development is a top priority item for many firms (Scott, 2000), care must be taken in understanding its bottom-line implications.…”

Section: Introductionmentioning

confidence: 99%