Using a DSS to incorporate expert opinion in strategic product development funding decisions

Kettelhut, Michael C.

doi:10.1016/0378-7206(91)90035-z

Cited by 15 publications

(7 citation statements)

References 33 publications

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“…Indeed, a survey study has already shown that compared to unsuccessful firms, successful firms used computerized systems to collect information from the environment more frequently (Ahituv, Zif, & Machlin, 1998). In another study, it was concluded that information technologies were instrumental for a major company in the defense industry to consider additional environmental information in its new product decisions, to add structure to its unstructured decisions, and to allow it to better utilize the information in its new product decisions (Kettlehut, 1991). Because the Internet can help companies understand their environments better through the collection and use of environmental information and because this understanding is positively related to the success of new products it is expected that:…”

Section: Environmentmentioning

confidence: 96%

“…For example, it was shown that it can be used in collecting competitive intelligence (Teo & Chow, 2001); testing new product prototypes (Dahan & Srinivasan, 2000); designing and manufacturing new products (Waurzyniak, 2001); reducing NPD costs (Croom, 2001); creating new product awareness (Bickart & Schindler, 2001); and securing new product funds (Kettlehut, 1991). Various studies also offered a large number of examples from the industry showing how firms have been using the Internet in their NPD activities (Ozer, 2000(Ozer, , 2003a.…”

Section: Introductionmentioning

confidence: 97%

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The role of the Internet in new product performance: A conceptual investigation

Ozer

2004

Industrial Marketing Management

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Section: Environmentmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 97%

The role of the Internet in new product performance: A conceptual investigation

Ozer

2004

Industrial Marketing Management

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“…It can solve complex computations quickly and at a minimal cost, reduces dependence on external parties or many support staff and enhances the quality of the decision made. DSS are now extensively used in the medical sector (Graaf et al, 1997), environmental management (Salewicz and Nakayama, 2004), human resource management (Parker et al, 1994), operations management (Jager et al, 1989), new product development (Kettelhut, 1991), strategic planning (Moormann and Lochte-Holtgreven, 1993) and many more.…”

Section: Icc -Commercialisation Unitmentioning

confidence: 99%

Intellectual Property Valuation Decision Support System for University Research Output: A Conceptual Model

Aziz¹,

Harris²,

Aziz³

2012

CIBIMA

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Commercializing university research outputs or intellectual property is an imperative facet in the National Economic Model of the 10th Malaysian Plan (2011-2015) whereby innovation-based economy is the vehicle identified to drive Malaysia into becoming a high-income nation. A vital aspect of this innovation-based economy is Intellectual Property (IP) and its strategic management in the preliminary commercialization phase. One of the critical components of strategic management of IP is the valuation process. In order to capture and capitalize the IP resulting from university research, valuing the IP becomes a significant juncture on the road to exploitation and commercialization. This paper explores the aspects of IP valuation practices among Malaysian universities. It is found that IP valuation generally was done by external consultants or committees. This paper suggests that technology development provides an opportunity for enabling the researchers themselves with the capability to do the IP valuation.

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“…Studies that investigated the extent of usage of these traditional management science techniques have found that conceptually simple benefit measurement techniques such as checklists and scoring models are widely used [13] [16] [17] [41] [61] [68] [69]. Scoring models require developing a list of evaluation criteria, reaching a consensus on the weights given to each, and then scoring each project with respect to each of the criteria.…”

Section: Management Science/dss Approachesmentioning

confidence: 99%

The Development Manager's Advisory System: A Knowledge‐Based DSS Tool for Project Assessment*

Liberatore

Stylianou

1993

Decision Sciences

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This research investigates whether the knowledge-based decision support system (KBDSS) paradigm provides the necessary supporting structure and developmental framework for product development evaluation. To address the research questions posed in this study, it is necessary to develop and implement KBDSS's at specific decision points along the product development cycle. This paper describes the design, development, and implementation of a KBDSS to support a product development manager's decision concerning fullscale development of a new product. From the systems design perspective, this paper addresses the integration and innovative use of a variety of techniques for knowledge acquisition, modeling, and processing. The approach utilized obtains the benefits of normative modeling as well as the flexibility and developmental advantages of knowledge-based systems. Since its implementation, the system has been successfully used by a development manager to support his recommendation for an ongoing project. His complete satisfaction with this system served as the impetus for the design and development of a multi-expert system which was implemented at the strategic level.

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Using a DSS to incorporate expert opinion in strategic product development funding decisions

Cited by 15 publications

References 33 publications

The role of the Internet in new product performance: A conceptual investigation

The role of the Internet in new product performance: A conceptual investigation

Intellectual Property Valuation Decision Support System for University Research Output: A Conceptual Model

The Development Manager's Advisory System: A Knowledge‐Based DSS Tool for Project Assessment*

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