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A product is more likely to be successfully developed and marketed when the “upfront or fuzzy front‐end (FFE)” activities are understood and carefully managed. A framework is developed to illuminate several factors affecting FFE performance. Using this framework, several strategic issues involved in managing the FFE are identified and managerial recommendations are advanced.

The increasing use of cross‐functional teams for new product development (NPD) belies the difficulty managers face in creating teams that are truly effective. Effectiveness depends, in part, on having members who are satisfied with their team and their project. This article reports the results of 71 interviews with members of NPD teams, with a particular focus on the drivers of team member satisfaction. These drivers include: team characteristics, clear project goals, clarity about evaluation and rewards, effective leadership, management support, and manageable levels of conflict and stress. To create satisfied team members, we discuss actions that can be taken at the senior management, project leader and team member level.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb024738. When citing the article, please cite: Steven Lysonski, Alan Singer, David Wilemon, (1988) “COPING WITH ENVIRONMENTAL UNCERTAINTY AND BOUNDARY SPANNING IN THE PRODUCT MANAGER'S ROLE”, Journal of Services Marketing, Vol. 2 Iss: 4, pp. 15 - 2.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb024738. When citing the article, please cite: Steven Lysonski, Alan Singer, David Wilemon, (1988) “COPING WITH ENVIRONMENTAL UNCERTAINTY AND BOUNDARY SPANNING IN THE PRODUCT MANAGER'S ROLE”, Journal of Services Marketing, Vol. 2 Iss: 4, pp. 15 - 2.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/08876049710168519. When citing the article, please cite: Jeffrey Strieter, Ashok K. Gupta, S.P. Raj, David Wilemon, (1997), “Product management and the marketing of financial services”, Journal of Services Marketing, Vol. 11 Iss: 2, pp. 128 - 149.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb024738. When citing the article, please cite: Steven Lysonski, Alan Singer, David Wilemon, (1988) “COPING WITH ENVIRONMENTAL UNCERTAINTY AND BOUNDARY SPANNING IN THE PRODUCT MANAGER'S ROLE”, Journal of Services Marketing, Vol. 2 Iss: 4, pp. 15 - 2.

Evidence suggests that product managers' need to communicate across organizational and environmental boundaries under conditions of uncertainty can give rise to powerful role pressures of conflict and ambiguity. These pressures are generally associated with negative or dysfunctional personal outcomes such as job‐related tension, dissatisfaction, and poorer performance. Moreover, in situations where role conflict is particularly high, experienced product managers are susceptible to “burnout.” Some practical approaches to overcoming these difficulties are discussed.

Examines some of the interpersonal barriers faced by product managers in obtaining interface support. Suggests an influence matrix exists in project management, consisting of four basic types of influence: reward power; punishment power; expert power; and referent power. Looks at each type of influence and analyses the problems encountered in acquiring and using each influence type. Takes a new look at the content of product managers and analyses the nature of their relationships with other executives, and says that apparent lack of influence in these relationships is shown to be over‐exaggerated. Sums up that the study has tried to delineate these interpersonal barriers as well as to indicate how they can be surmounted by product manager in gaining the support of their interfaces.

This paper examines adoption of really‐new products (RNPs) from a consumer perspective. The unique characteristics of RNPs which differentiate them from other innovative products are examined in relation to the role which these characteristics play in creating barriers to adoption of RNPs. These characteristics in turn affect different stages of the adoption process. Surrogate buyers, acting as agents used by adopters to provide guidance, direction, and/or advice related to marketplace activities, can significantly impact consumer adoption and commercial success of RNPs by minimizing or overcoming barriers related to the stages of the adoption process and characteristics of RNPs.