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Journal articles on the topic 'New product – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 September 2023

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1

Porananond, D., and N. Thawesaengskulthai. "Risk Management for New Product Development Projects in Food Industry." Journal of Engineering, Project, and Production Management 4, no. 2 (2014): 99–113. http://dx.doi.org/10.32738/jeppm.201407.0005.

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2

Miao, Yu Jun, and Hong Mei Chen. "Innovation and New Product Development Management." Advanced Materials Research 156-157 (October 2010): 1578–81. http://dx.doi.org/10.4028/www.scientific.net/amr.156-157.1578.

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The new product development process of enterprises can not be separated from innovation, new product development process of enterprise need for effective management. Consumer tastes, competition and rapid technological change, businesses must continue to develop new products and services to meet consumer demand. New product development strategy of many strategies to be adopted by enterprises in accordance with the actual situation, according to the market environment and each practicality of the strategy, operational, and other serious, careful choices. In this article, it expounds the meaning

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3

Easingwood, Christopher J. "Product Recycle patterns for new industrial products." R&D Management 18, no. 1 (1988): 23–32. http://dx.doi.org/10.1111/j.1467-9310.1988.tb00560.x.

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4

Nazari-Shirkouhi, Salman. "Investigating the effects of customer relationship management and supplier relationship management on new product development." Tehnicki vjesnik - Technical Gazette 22, no. 1 (2015): 191–200. http://dx.doi.org/10.17559/tv-20140623130536.

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5

Liu, Gang, Rongjun Man, and Yanyan Wang. "A Data Management Approach Based on Product Morphology in Product Lifecycle Management." Processes 9, no. 7 (2021): 1235. http://dx.doi.org/10.3390/pr9071235.

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In the product life cycle from conception to retirement, there are three forms: conceptual products, digital products and physical products. The carriers of conceptual products are requirements, functions and abstract structures, and data management focuses on the mapping of requirements, functions, and structures. The carrier of digital products is digital files such as drawings and models, and the focus of data management is the design evolution of product. Physical products are physical entities, and their attributes and states will change over time. Existing data model research often focus

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6

WOOD, LINCOLN, and QIANG LU. "PROCESS MANAGEMENT IN HIGH TECH NEW ZEALAND FIRMS." International Journal of Innovation and Technology Management 05, no. 03 (2008): 259–78. http://dx.doi.org/10.1142/s0219877008001424.

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There are three distinct functions in the product realization chain — product design, process design, and process execution; thus there are two interfaces (product design — process design; process design — process execution) rather than one (product-manufacturing). Case studies of four organizations manufacturing high-tech products in New Zealand are explored to study the organization of process design functions and success strategies. Similarities in structuring, relationships between functional groups, and the methods for product and process design implementation are investigated. De-couplin

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7

Bart, Christopher K. "Product innovation charters: Mission statements for new products." R and D Management 32, no. 1 (2002): 23–34. http://dx.doi.org/10.1111/1467-9310.00236.

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8

Chen, Annie, Norman Peng, and Kuang-peng Hung. "Strategic management of salespeople when promoting new products." European Journal of Marketing 49, no. 9/10 (2015): 1616–44. http://dx.doi.org/10.1108/ejm-03-2014-0181.

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Purpose – The purpose of this paper is to examine the performance of salespeople when selling new products (namely, electronic goods) in a business-to-business context by incorporating the organizations’ perceived psychological climate into goal orientation theory. Design/methodology/approach – The current study uses the goal orientation theory to examine the performance of 158 salespeople based on new electronic product sales. Organizational psychological climate perceptions (i.e. customer orientation, sales supportiveness and sales innovativeness) are included as variables that can moderate

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9

Gladstein, Deborah, and David Caldwell. "Boundary Management in New Product Teams." Academy of Management Proceedings 1985, no. 1 (1985): 161–65. http://dx.doi.org/10.5465/ambpp.1985.4978792.

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10

Pitt, Martyn, and Jason MacVaugh. "Knowledge management for new product development." Journal of Knowledge Management 12, no. 4 (2008): 101–16. http://dx.doi.org/10.1108/13673270810884282.

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11

Cooper, Robert G., and Anita Friis Sommer. "New-Product Portfolio Management with Agile." Research-Technology Management 63, no. 1 (2019): 29–38. http://dx.doi.org/10.1080/08956308.2020.1686291.

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12

Pons, Dirk. "Project Management for New Product Development." Project Management Journal 39, no. 2 (2008): 82–97. http://dx.doi.org/10.1002/pmj.20052.

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13

&NA;. "NEW PRODUCT GALLERY." Nursing Management (Springhouse) 18, no. 4 (1987): 96. http://dx.doi.org/10.1097/00006247-198704000-00030.

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14

&NA;. "NEW PRODUCT GALLERY." Nursing Management (Springhouse) 19, no. 4 (1988): 74???98. http://dx.doi.org/10.1097/00006247-198804000-00021.

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15

Gujrathi, Ashish. "New Product Launches, Approvals, And Acquisitions to Expand Pain Management Devices Portfolio Worldwide." Clinical Research and Clinical Trials 5, no. 4 (2022): 01–03. http://dx.doi.org/10.31579/2693-4779/084.

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Advancements in technology and the approach of innovation by healthcare companies led to considerable improvements in pain management devices over the past years. From management of chronic pain to reliving post-operative pain, innovative devices have been making their way into the world. Leading device manufacturers have been developing and launching their new products that would relive and manage different kinds of pain. From knee braces to cap-sized neuromodulation devices, new products have been launched to help people improve the quality of their lives. Some of the products are in the dev

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16

Talukdar, Debabrata, K. Sudhir, and Andrew Ainslie. "Investigating New Product Diffusion Across Products and Countries." Marketing Science 21, no. 1 (2002): 97–114. http://dx.doi.org/10.1287/mksc.21.1.97.161.

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17

Rao, Ram, and Ozge Turut. "New Product Preannouncement: Phantom Products and the Osborne Effect." Management Science 65, no. 8 (2019): 3776–99. http://dx.doi.org/10.1287/mnsc.2018.3124.

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The mere preannouncement of a new product can affect consumer choice, thus complicating preannouncement strategy. This is because a preannounced product that is unavailable immediately can still be one of the alternatives in a consumer’s mind at the time of choice. Such unavailable products, also known as phantom products, influence the reference point that consumers compare alternatives to when making a choice, as has been widely demonstrated in experimental studies. Thus, in addition to encouraging consumers to postpone purchase in favor of a future product, preannouncement also changes thei

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18

Jin, Hai Ming, and Wen Li Peng. "Study on Product Design Management based on Product Resources." Advanced Materials Research 424-425 (January 2012): 193–96. http://dx.doi.org/10.4028/www.scientific.net/amr.424-425.193.

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Under the background of the combination of design and management, the meaning and the role of design management are summarized. With the extensive application of information technology, a product design management system model based on information technology is proposed. The basic frame and the basic ideas of the system model are analyzed. The main technologies used by the new design management system are discussed. In a word, the new product design management system will be strategic resources and an inevitable choice in the process of developing new products

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19

ZACHARIAS, NICOLAS A., RUTH MARIA STOCK, and SUBIN IM. "STRATEGIC GIVENS IN NEW PRODUCT DEVELOPMENT: UNDERSTANDING CURVILINEAR EFFECTS ON NEW PRODUCT PERFORMANCE." International Journal of Innovation Management 21, no. 01 (2017): 1750010. http://dx.doi.org/10.1142/s1363919617500104.

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Although top managers’ direct influence on new product development (NPD) projects may not be evident, managers frame the conditions surrounding such projects by determining the strategic directions and managing the context for a firm’s innovation activities. Drawing on strategic leadership theory and effectuation logic, this study proposes nonlinear effects of three important strategic givens determined by top managers that represent key levers to frame firms’ NPD: customer orientation, encouragement to take risks, and autonomy. Multi-informant data from top-level marketing managers and projec

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20

PEARSON, A. W. "Managing New Product Innovations." R&D Management 19, no. 1 (1989): 83. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00619.x.

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21

Augusto Cauchick Miguel, Paulo. "Portfolio management and new product development implementation." International Journal of Quality & Reliability Management 25, no. 1 (2008): 10–23. http://dx.doi.org/10.1108/02656710810843540.

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22

Frischer, Josef. "Empowering Management in New Product Development Units." Journal of Product Innovation Management 10, no. 5 (1993): 393–402. http://dx.doi.org/10.1111/1540-5885.1050393.

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23

Cooper, Robert G., Scott J. Edgett, and Elko J. Kleinschmidt. "New Product Portfolio Management: Practices and Performance." Journal of Product Innovation Management 16, no. 4 (1992): 333–51. http://dx.doi.org/10.1111/1540-5885.1640333.

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24

Jeffrey Thieme, R., X. Michael Song, and Geon-Cheol Shin. "Project Management Characteristics and New Product Survival." Journal of Product Innovation Management 20, no. 2 (2003): 104–19. http://dx.doi.org/10.1111/1540-5885.2002004.

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25

ZURN, JAMES T. "NEW PRODUCT INTRODUCTION AND QUALITY PROGRAM MANAGEMENT." Quality Engineering 1, no. 1 (1988): 29–43. http://dx.doi.org/10.1080/08982118808962636.

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26

Johne, Axel. "Substance versus trappings in new product management." Journal of Marketing Management 1, no. 3 (1986): 291–301. http://dx.doi.org/10.1080/0267257x.1986.9963991.

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27

Boyer, S. M. "Total quality management and new product development." Total Quality Management 2, no. 3 (1991): 283–90. http://dx.doi.org/10.1080/09544129100000033.

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28

Cooper, Robert G., and Anita F. Sommer. "Dynamic Portfolio Management for New Product Development." Research-Technology Management 66, no. 3 (2023): 19–31. http://dx.doi.org/10.1080/08956308.2023.2183004.

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29

Cooper, Robert. "Benchmarking new product performance:." European Management Journal 16, no. 1 (1998): 1–17. http://dx.doi.org/10.1016/s0263-2373(97)00069-8.

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30

Siriram, Rajenlall. "Forecasting New Product Growth." International Journal of Foresight and Innovation Policy 16, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijfip.2022.10050598.

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31

Siriram, Rajenlall. "Forecasting new product growth." International Journal of Foresight and Innovation Policy 16, no. 1 (2022): 33. http://dx.doi.org/10.1504/ijfip.2022.128053.

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32

Sethi, Rajesh. "New Product Quality and Product Development Teams." Journal of Marketing 64, no. 2 (2000): 1–14. http://dx.doi.org/10.1509/jmkg.64.2.1.17999.

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New product quality has been found to have a major influence on the market success and profitability of a new product. Firms are increasingly using cross-functional teams for product development in hopes of improving product quality, yet researchers know little about how such teams affect quality. The author proposes and tests a series of hypotheses regarding how new product quality is affected by team characteristics (functional diversity and information integration) and contextual influences (time pressure, product innovativeness from the firm's perspective, customers’ influence on the produ

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33

Mason, Charlotte H. "New Product Entries and Product Class Demand." Marketing Science 9, no. 1 (1990): 58–73. http://dx.doi.org/10.1287/mksc.9.1.58.

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34

Ding, Weirong, and Jieyu Ding. "New venture's product innovativeness strategy, institutional environment and new product performance." Technological Forecasting and Social Change 174 (January 2022): 121211. http://dx.doi.org/10.1016/j.techfore.2021.121211.

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35

Fazullina, Oliya, and Stanislav Smirnov. "New Safety Management System for Pasta Production." Food Processing: Techniques and Technology 50, no. 4 (2020): 736–48. http://dx.doi.org/10.21603/2074-9414-2020-4-736-748.

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Introduction. New food safety management systems (FSMS) can contribute to safe production of high quality products that meet the current legal and regulatory standards. The research objective was to develop requirements for a new FSMS, which would make it possible to produce quality pasta made from whole-grain flour and vegetable powders. Study objects and methods. The research featured a whole-grain pasta factory, a technological process of vegetable pasta production, and various elements of FSMS. Results and discussion. The article introduces product description and process flow

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36

Calantone, Roger J., C. Anthony Benedetto, and Ted Haggblom. "Principles of New Product Management: Exploring the Beliefs of Product Practitioners." Journal of Product Innovation Management 12, no. 3 (1995): 235–47. http://dx.doi.org/10.1111/1540-5885.1230235.

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37

Restuccia, Mariachiara, Ulrike de Brentani, Renaud Legoux, and Jean-François Ouellet. "Product Life-Cycle Management and Distributor Contribution to New Product Development." Journal of Product Innovation Management 33, no. 1 (2015): 69–89. http://dx.doi.org/10.1111/jpim.12261.

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38

Tai, Yi-Ming. "Effects of product lifecycle management systems on new product development performance." Journal of Engineering and Technology Management 46 (October 2017): 67–83. http://dx.doi.org/10.1016/j.jengtecman.2017.06.001.

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39

Mansour, Walid. "Toward new strategies of Islamic financial products development." Journal of Islamic Accounting and Business Research 11, no. 9 (2020): 2053–67. http://dx.doi.org/10.1108/jiabr-09-2018-0135.

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Purpose This paper aims to propose a conceptual framework for the assessment of Islamic financial products’ development. Design/methodology/approach A coordinate grid with two perpendicular axes (profitability and compliance to Shari’ah) is developed and used to produce a nine-zone matrix. The research design is further developed by using a linear, composite index to assess product development feasibility and specifications. Subsequently, three strategic paths are identified: profitability-led strategic path, compliance-led strategic path and intermediate strategic path. Findings The findings

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40

Lee, Yikuan, and Gina Colarelli O'Connor. "New Product Launch Strategy for Network Effects Products." Journal of the Academy of Marketing Science 31, no. 3 (2003): 241–55. http://dx.doi.org/10.1177/0092070303031003003.

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41

McCoy, Andrew P., Ralph Badinelli, C. Theodore Koebel, and Walid Thabet. "Concurrent commercialization and new‐product adoption for construction products." European Journal of Innovation Management 13, no. 2 (2010): 222–43. http://dx.doi.org/10.1108/14601061011040267.

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42

Cooper, Robert G., and Elko J. Kleinschmidt. "2 New Product Performance: What Distinguishes the Star Products." Australian Journal of Management 25, no. 1 (2000): 17–46. http://dx.doi.org/10.1177/031289620002500104.

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Better new product performance is important for the survival of the firm. Based on a three-dimensional performance space, 110 new products launched from 55 Australian firms are grouped into five performance clusters. Performance groups from ‘Stars’—the winning group to—‘Dogs’—the worst performance group. The five groups could be well explained by the impact constructs. ‘Stars’; did what one expects for winning projects (product advantage, homework, cross-functional team, reasonable risk level, etc.), ‘Dogs’ were identified as doing nearly everything wrong. The Australian results were tested ag

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43

Thilmany, Jean. "Lifecycle Management." Mechanical Engineering 135, no. 03 (2013): 38–41. http://dx.doi.org/10.1115/1.2013-mar-2.

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This article discusses the application of product life-cycle management (PLM) concepts in all types of manufacturing industries. PLM can handle product complexity whether a company designs a few items with many parts or a number of products that need to be localized to many communities around the globe. Fashion-driven industries are using PLM systems in new, idiosyncratic ways, and that means that they cannot simply purchase and implement an existing system the way an engineering company can. In fashion, PLM is used to keep abreast of trends and consolidate designs and inspirations. A study sh

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44

Liu, Tsung-Chi, and Yi-Jen Chen. "Strategy orientation, product innovativeness, and new product performance." Journal of Management & Organization 21, no. 1 (2015): 2–16. http://dx.doi.org/10.1017/jmo.2014.63.

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AbstractThis study employs a dynamic capabilities perspective to examine the relationships among strategy orientation, product innovativeness, and new product development performance. This paper proposes that the role of product innovativeness in these relationships differs between the two dimensions of strategy orientation (market orientation and technology orientation) and new product performance. Regression analysis was used to test the hypotheses in a sample of 118 new product development cases. The empirical findings indicate that product innovativeness positively moderates the relationsh

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45

Fildes, Robert. "New-Product Diffusion Models." International Journal of Forecasting 19, no. 2 (2003): 327–28. http://dx.doi.org/10.1016/s0169-2070(03)00016-5.

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46

Schnaars, Steven P. "Managing new product innovations." International Journal of Forecasting 5, no. 3 (1989): 427–28. http://dx.doi.org/10.1016/0169-2070(89)90047-2.

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47

Abetti, Pier A., and Robert W. Stuart. "Evaluating New Product Risk." Research-Technology Management 31, no. 3 (1988): 40–43. http://dx.doi.org/10.1080/08956308.1988.11670523.

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48

Chambers, Craig A. "Transforming New Product Development." Research-Technology Management 39, no. 6 (1996): 32–38. http://dx.doi.org/10.1080/08956308.1996.11674318.

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49

Bart, Christopher K. "Organizing for New Product Development." Journal of Business Strategy 9, no. 4 (1988): 34–38. http://dx.doi.org/10.1108/eb039240.

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50

Doorasamy, Mishelle. "Product Portfolio Management Best Practices For New Product Development: A Review Of Models." Foundations of Management 9, no. 1 (2017): 139–48. http://dx.doi.org/10.1515/fman-2017-0011.

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Abstract The survival of any industrial organization depends on whether producing goods or services hinge on how innovative they have become in managing their product portfolio to craft new products that changes with the ever-changing tastes and needs of their customers. This study delves in to the models and theories that drive product portfolio management practices in a way that they support the successes of new product development. Our review is based on selected studies at the frontier of product management, summarized, and compared based on authors experiences, subsisting models, and theo

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