Supporting new product development with the Internet

Howe, Vince; Mathieu, Richard G.; Parker, J. K. A.

doi:10.1108/02635570010301197

Cited by 36 publications

(20 citation statements)

References 5 publications

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“…Various studies also outlined the Internet and webbased tool's role in the NPD activities (Howe et al 2000, Ö zer 2000, 2003a, b, Huang et al 2001, O'Grady and Chuang 2001, Peng 2002, Xie et al 2003. However, we also note that many users in the business arena are unaware of these emerging technologies and their potential benefits in making their NPD process more efficient and competitive.…”

Section: Implications Of Internet and Web-based Tools In Customised Nmentioning

confidence: 89%

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Integration of Internet and web-based tools in new product development process

Büyüközkan

Baykasoğlu

Dereli

2007

Production Planning & Control

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New product development is considered to be vital for a company's long-term survival. In today's rapidly changing production environments customers are asking for highly customised products with affordable prices. A new production era that is known as mass customisation has already started in many sectors. The customer should become an integral part of the product design process in such an environment. The integration of Internet and web-based tools for customer data collection, communication and data processing is inevitable in order to speed up the production process and cut down the costs. This paper deals with management of product development with focus on synthesising new technology based concepts related to product development, and discusses their use in the various stages of product development process. It also provides guidelines for successfully implementing technology oriented new product development practices with a customisation perspective.

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Section: Implications Of Internet and Web-based Tools In Customised Nmentioning

confidence: 89%

“…The Internet and web-based tools (Howe et al 2000, Ö zer 2000, 2003a, b, Huang et al 2001, Coulter et al 2002, Helander and Jiao 2002, Huang 2002, Lee and Kumara 2003, Xie et al 2003 can:…”

Section: Implications Of Internet and Web-based Tools In Customised Nmentioning

confidence: 99%

Integration of Internet and web-based tools in new product development process

Büyüközkan

Baykasoğlu

Dereli

2007

Production Planning & Control

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“…Assessment may also result in a decision to close the project at any stage (4), and sometimes such checks are built into the project plan, hence a stage-gate approach (Hart et al 2003;Howe et al 2000). However the project closure/termination activities are generally done badly (Ceran and Dorman 1995).…”

Section: Project Terminationmentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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“…Stage-gate model involves parallel processing, as opposed to sequential. Stage-gate model, from its inception to the present, has experienced significant changes, primarily due to increasing use of new technologies and the internet in the innovation process [16].…”

Section: Service Innovation Projectsmentioning

confidence: 99%