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Organizational learning: a critical component to new product development

Kenneth Saban (Assistant Professor of Marketing, A.J. Palumbo School of Business Administration, Duquesne University, Pittsburgh, USA)
John Lanasa (Chair, Marketing Department, A.J. Palumbo School of Business Administration, Duquesne University, Pittsburgh, USA)
Conway Lackman (Associate Professor of Marketing, A.J. Palumbo School of Business Administration, Duquesne University, Pittsburgh, USA)
Graham Peace (Assistant Professor of Information Technology, A.J. Palumbo School of Business Administration, Duquesne University, Pittsburgh, USA)

Journal of Product & Brand Management

ISSN: 1061-0421

Article publication date: 1 April 2000

3750

Abstract

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.

Keywords

Citation

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

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited

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