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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/07363769210037024. When citing the article, please cite: Gloria J. Barczak, Daniel C. Bello, Everett S. Wallace, (1992), “The Role of Consumer Shows in New Product Adoption”, Journal of Consumer Marketing, Vol. 9 Iss: 2, pp. 55 - 64.

Considers how research carried out during trade shows can help industrial firms to manage the new product development process. Discusses the NPD process and offers a scheme for classifying trade fairs, thus making the selection of appropriate events easier for the industrial marketer. Develops recommendations for the conducting of new product research at trade shows and concludes that while not a substitute for traditional NPD research methods due to cost limitations and the different types of attendees present at various events, good opportunities exist for industrial exhibitors to use NPD stages such as idea generation, screening and testing at trade shows rather than concentrating on the commercialization of new products.

Discusses the increasing use of the show by marketers as a medium to launch new products. Analyses adoption theory and key characteristics of the show setting to explain how shows facilitate the acceptance of innovative consumer goods. Concludes that success depends on: organizing the exhibits and relevant information, integrating shows into product launches, and post‐show marketing.

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.

Examines how marketing research affects cycle time (the time from product conceptualization to product introduction), in technology‐driven industries. The key research question to be examined in this study is: how do the collection, dissemination and utilization of marketing research information affect cycle time? Focuses on the telecommunications industry as an industry in which technology often drives the dynamics in the marketplace. Presents an empirical examination of the key research question in an exploratory study of hardware firms in the telecommunications industry. The results suggest that the collection of marketing research does not impact cycle time significantly. However, increased frequency of dissemination of the information collected via marketing research can increase cycle time. Finds also that, while the utilization ofmarketing research in designing products can increase cycle time, utilization of marketing research for strategy development can actually reduce cycle time. Thus, incorporation of marketing research in new product development can aid the introduction of new products in a timely manner.

Identifies and compares characteristics of firms in the telecommunications industry who have high new product performance. Performance comprises two dimensions: impact of new products on the company and goal performance. Explore profiles of high performance firms with regard to how they organize for new product development (NPD), the activities undertaken in the NPD process, and their choice of new product strategies. The results show that the NPD structures, processes and strategies of high performance firms vary by the measure of performance.

The center for innovation model is a growing and prominent phenomenon across corporate, government, nonprofit, and university contexts. Based on the name, one would infer an aim is to serve as a mechanism that catalyzes innovation. A further aim would be to serve as exemplars of technology development, knowledge development, and knowledge dissemination in the course of delivering a given mission. To date, little work has examined the center for innovation phenomenon and so there is a need to investigate these inferences and provide an understanding for the basis and rationale for why organizations across various contexts are pursuing centers for innovation. Examining mission statements followed by an electronic survey of 66 centers for innovation, we characterize the practices, rationales, success factors, challenges, and other descriptors of these centers in an effort to understand their operating characteristics. Results suggest four archetypes for the center for innovation model based on constituency. Results also show similarities across success factors and challenges, with sustainable funding clearly a common challenge.