Investigates the functional relationship between organizational learning and the new product development process. The two major learning styles studied included Duetero and Non‐Duetero. After surveying key employees involved in new product development from 212 diversified businesses, the results showed that businesses employing Duetero learning were more: knowledgeable about the factors that drive successful and failed products; inclined to establish business goals and employ balanced measures when benchmarking new product performance. All of which suggests that organizational learning does impact new product performance, and should be considered a critical component to the NPD process.
Saban, K., Lanasa, J., Lackman, C. and Peace, G. (2000), "Organizational learning: a critical component to new product development", Journal of Product & Brand Management, Vol. 9 No. 2, pp. 99-119. https://doi.org/10.1108/10610420010322152
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