"If only we'd known sooner" developing knowledge of organizational changes earlier in the product development process

Heller, Trudy

doi:10.1109/17.865902

Cited by 23 publications

(15 citation statements)

References 27 publications

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“…136 Interpretative knowledge is needed to a larger extent, as is creativity. 137 Radical front-end development tends to be defined less explicitly. 138 Furthermore, individual rather than organizational initiative is needed.…”

Section: From Preliminary Ideas To Corroborated Product Definitionsmentioning

confidence: 99%

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

Florén

Frishammar

2012

California Management Review

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Front-end activities largely influence the outcomes of new product development processes, because it is here that firms create new ideas, give them direction, and set them in motion. We show that the front end can be understood as comprising three core activities: idea/concept development, idea/concept alignment, and idea/ concept legitimization, which allow firms to create corroborated product definitions. This article provides important implications for managers interested in front-end management. It devotes specific attention to the differences between incremental and radical front-end development and to the front end in the light of increasingly open innovation processes.

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Section: From Preliminary Ideas To Corroborated Product Definitionsmentioning

confidence: 99%

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

Florén

Frishammar

2012

California Management Review

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“…Milestones are often limited in number; they may not be sufficient and timely enough because by the time such fragmented monitoring identifies a quality problem, it may be too late for the problem to be fixed (Al-Momani, 2000;Giegerich, 2002;Heller, 2000). For better monitoring of the supplier's development process, a client may simply choose to increase the number of milestones/checkpoints.…”

Section: Client-side Project Management: Existing Approachesmentioning

confidence: 97%

Managing projects from a client perspective: The concept of the meetings-flow approach

Chen

2011

International Journal of Project Management

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“…Thus, they exert persistent, forward pressure on their firms (Conway and McGuinness 1986). Moreover, in providing the linkage between the project and the firm, they assist in interpreting the strategic meaning of product ideas (Heller 2000).…”

Section: Project-specific Success Factorsmentioning

confidence: 99%

“…In such meetings, cross-functional cooperation facilitates screening of ideas. A third explanation may be that cross-functional cooperation is necessary for Bkeeping an idea alive and active^ (Conway and McGuinness 1986, p. 287) and for creating new knowledge (Heller 2000).…”

Section: Foundational Success Factorsmentioning

confidence: 99%

Critical success factors in early new product development: a review and a conceptual model

et al. 2017

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The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm's projects) and project-specific success factors (appropriate for the firm's individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.

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"If only we'd known sooner" developing knowledge of organizational changes earlier in the product development process

Cited by 23 publications

References 27 publications

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

Managing projects from a client perspective: The concept of the meetings-flow approach

Critical success factors in early new product development: a review and a conceptual model

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