Managing Technology Development Projects

Cooper, Robert G.

doi:10.1080/08956308.2006.11657405

Cited by 124 publications

(79 citation statements)

References 7 publications

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“…The structural capital of participants, for example, documentation, technology, licenses, patents, innovations and improved processes also often increase in the course of the service process (e.g., Adams et al, 2006;Cooper, 2007;Leitner and Warden, 2004;Lev, 2001;Mayo, 2001). Nor will relational capital remain intact as new stakeholder relationships, brands and trademarks (e.g., Hipp and Grupp, 2005;Hirons et al, 1998;Rogers et al, 2005) may evolve.…”

Section: Intangible Outputs Of Service Processesmentioning

confidence: 98%

Knowledge-based value creation: grasping the intangibility of service operations in Finland

Laihonen

Lönnqvist

2010

IJKBD

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This study aims to provide insights on the mechanisms of knowledge-based value creation in the context of a modern service economy. A particular focus of this paper is the concept of intangibility and its role in service operations. Intangibility is a key characteristic of services. However, a lack of in-depth understanding of the issue persists. This paper explores the intangibility of services through the concepts and models developed by the intellectual capital research stream. The aim is to construct a framework to account for intangibility as a characteristic of service, using a literature review and case studies in ten Finnish organisations. As a result, this article provides new knowledge about the service provider's and customer's intangible resources, intangible output elements and the transformation of intangible resources into other resources and, finally, into customer value. . He also holds the position of Adjunct Professor at Aalto University, School of Science and Technology. He has over a decade of research experience dealing with the measurement and management of intellectual capital and business performance. Currently, service activities are a focal area of his research. 332 H. Laihonen and A. Lönnqvist

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Section: Intangible Outputs Of Service Processesmentioning

confidence: 98%

Knowledge-based value creation: grasping the intangibility of service operations in Finland

Laihonen

Lönnqvist

2010

IJKBD

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“…Wheelwright and Clark (1992), and Cooper (2009) propose the use of functional team involvement of suppliers and project management tools to manage the product development process. Cooper (2006) focuses on the need for a technology development process, technological benchmarking, and the use of project management tools.…”

Section: Independent Variable: Performance In Innovation Management Pmentioning

confidence: 99%

Assessing Some Important Factors to Reduce Obstacles in Product Innovation

Nagano

Stefanovitz

Guimarães

2016

Int. J. Innov. Mgt.

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The need for effective and efficient Product Innovation (PI) is a great challenge for organisations in today's hypercompetitive global markets. Many research studies addressed problems/obstacles to successful PI from various perspectives. Many otherstudies proposed factors to help companies mitigate such problems. Here, the primary objective is to propose an integrated model, to empirically test this model, and get insights about which factors, if managed appropriately, will help reduce the obstacles to PI in practice. A questionnaire was developed, pilot tested, and used to collect data from 47 PI managers. The results support the theoretical importance of a formal PI process, characteristics of the company environment, and the availability of specific resources as important factors to reduce obstacles to company PI. Based on the results recommendations are made to practitioners and researchers in this important area.

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“…The integration of technology development (TD) as a main module of this framework is due to the fact that although TD projects represent a small proportion of a typical company's development activities, they are often vital to the company's growth and survival. Therefore TD projects have to be selected and managed in a systematic and focused manner throughout a well-defined process model (Cooper 2006). Because TD projects are quite different in terms of risk, uncertainty, scope and cost of typical new product development (NPD) projects, these processes have to be different from traditional NPD processes.…”

Section: 4mentioning

confidence: 99%

“…Following Cooper (2006), the technology development process 'feeds the NPD process' and consists of the following sub phases: idea generation, project planning, technology concept and technology development. Especially in the field of technology development, idea generation is often done by members of the R&D department, but it should be also the result of other activities.…”

Section: Technology Developmentmentioning

confidence: 99%

Management of the Fuzzy Front End of Innovation

Gassmann¹,

Schweitzer²

2014

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Managing Technology Development Projects

Cited by 124 publications

References 7 publications

Knowledge-based value creation: grasping the intangibility of service operations in Finland

Knowledge-based value creation: grasping the intangibility of service operations in Finland

Assessing Some Important Factors to Reduce Obstacles in Product Innovation

Management of the Fuzzy Front End of Innovation

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