The Impacts of Speed-to-Market on New Product Success: The Moderating Effects of Uncertainty

Chen, Jiyao; Reilly, Richard R.; Lynn, Gary S.

doi:10.1109/tem.2005.844926

Cited by 208 publications

(164 citation statements)

References 71 publications

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“…Suggested by the OC perspective, small firms often lack the experience and skill to manage the development of environmentally friendly products. For some small firms, shortening the time-to-market of environmentally friendly products often means blindly pursuing drastic cuts in development activities, which typically undermine performance [36,37]. Large firms usually decrease the time-to-market of environmentally friendly products by simplifying or speeding up operations, eliminating delays, or facilitating parallel processing of steps rather than skipping critical steps entirely [36,38].…”

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

“…The profits of the time-to-market of environmentally friendly products may be contingent on the capabilities of suppliers [37]. Only suppliers can delivery parts or components with a good quality at the right time and in the right place, meaning that manufacturers can translate this time advantage into operational and business performance improvement.…”

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

“…As mentioned above, small firms are more likely to select less capable suppliers in comparison to large firms. Therefore, it is difficult for small firms to improve performance through shortening the time-to-market of environmentally friendly products, since small firms often cut important development activities to speed environmentally friendly products to market [36,37]. Therefore, we hypothesize: Hypothesis 3.…”

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

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The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

2017

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Abstract:Although the importance of green external integration has been widely recognized, our understanding of how firm size influences its link with firm performance is still limited. This study develops a conceptual framework in which firm size is proposed to moderate the relationships between green external integration, the time-to-market of environmentally friendly products and firm performance. We examine this model using data collected from 176 Chinese manufacturing companies. The results reveal that firm size moderates the relationship between green customer integration and business performance, the relationship between green supplier integration and operational performance, and the relationship between the time-to-market of environmentally friendly products and business performance. In addition, green customer and supplier integration improve both operational and business performance entirely by decreasing the time-to-market of environmentally friendly products for large firms, while green customer integration enhances operational performance entirely by shortening the time-to-market of environmentally friendly products for small and medium firms. These findings have important implications for research and practice in the fields of green supply chain integration and green innovation.

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Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

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The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

2017

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“…However, the great majority of the literature does not integrate the impact of time uncertainty into the valuation process of a new technology. One can mention, for instance, the work of Chen et al (2005), which, through a model and analysis of empirical data proved that velocity for the market is strongly correlated with the project's success. The development time becomes particularly relevant when new markets are explored and when these are highly dynamic.…”

Section: Introductionmentioning

confidence: 99%

New product development projects evaluation under time uncertainty

Silva

Santiago

2009

Pesqui. Oper.

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The development time is one of the key factors that contribute to the new product development success. In spite of that, the impact of the time uncertainty on the development has been not fully exploited, as far as decision supporting models to evaluate this kind of projects is concerned. In this context, the objective of the present paper is to evaluate the development process of new technologies under time uncertainty. We introduce a model which captures this source of uncertainty and develop an algorithm to evaluate projects that incorporates Monte Carlo Simulation and Dynamic Programming. The novelty in our approach is to thoroughly blend the stochastic time with a formal approach to the problem, which preserves the Markov property. We base our model on the distinction between the decision epoch and the stochastic time. We discuss and illustrate the applicability of our model through an empirical example.Keywords: decision under uncertainty; dynamic programming; Monte Carlo simulation; project management; R&D projects. ResumoO tempo de desenvolvimento é um dos fatores-chave que contribuem para o sucesso do desenvolvimento de novos produtos. Apesar disso, o impacto da incerteza de tempo no desenvolvimento tem sido pouco considerado em modelos de avaliação e valoração deste tipo de projetos. Neste contexto, este trabalho tem como objetivo avaliar projetos de desenvolvimento de novas tecnologias mediante o tempo incerto. Introduzimos um modelo capaz de captar esta fonte de incerteza e desenvolvemos um algoritmo para a valoração do projeto que integra Simulação de Monte Carlo e Programação Dinâmica. A novidade neste trabalho é conseguir integrar meticulosamente o tempo estocástico a uma estrutura formal para tomada de decisão que preserva a propriedade de Markov. O principal ponto para viabilizar este fato é distinção entre o momento de revisão e o tempo estocástico. Ilustramos e discutimos a aplicabilidade deste modelo por meio de um exemplo empírico.Palavras-chave: decisão sob incerteza; programação dinâmica; simulação de Monte Carlo; gerenciamento de projetos; projetos de P&D.

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“…A contingency analysis may provide new insights into the complex relationship between development time and new product sales (Chen et al 2005). Prior research has identified product innovativeness as an important contingency factor (e.g., Ali 2000; Langerak and Hultink 2006).…”

mentioning

confidence: 99%

Development time and new product sales: A contingency analysis of product innovativeness and price

2009

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The Impacts of Speed-to-Market on New Product Success: The Moderating Effects of Uncertainty

Cited by 208 publications

References 71 publications

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

New product development projects evaluation under time uncertainty

Development time and new product sales: A contingency analysis of product innovativeness and price

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