Search results

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

According to Dr Robert G. Cooper ongoing studies appear to show that NPD productivity is actually in decline. One of the most effective ways for all companies to turn this around would be to focus on picking a “better” mix of projects; one that maximizes the benefits of the spend. And this can be achieved through portfolio management. However, there are also six other key areas within NPD where many businesses could improve by learning from what high performing businesses do.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Product innovation is central to the success of most companies. The rewards of a successful innovation programme are highly visible in terms of sales, profits and growth. But not so apparent are the strategies that underlie these product innovation efforts. This monograph is about the ingredients of a winning new product strategy — about strategic decisions on markets, technologies, products — that result in a successful innovation programme.

This research probed the impact of an international versus domestic new product strategy on new product success. The study used 123 successes and 80 new product failures in 125 industrial firms in Canada. Two international dimensions were hypothesised to be related to new product performance: (1) the degree to which the product was developed for international versus domestic use; and (2) target market selection — domestic versus nearest neighbour versus world market. Successful products were found to be more international in terms of product design and marketing activities and products developed for international markets were more successful on a number of performance measures. Firms that elected an export strategy for their new products (in particular, a strategy aimed at world markets and not only at nearest neighbours) and developed products for international markets did better in foreign as well as domestic markets.

Bases itself on the findings of Project NewProd — which was an investigation of almost 200 new product cases to probe what separates winners from losers. Presents results from the managerial perspective, showing how selection of new products and particularly that of potential 'winners' is undertaken. Outlines key factors that underlie new projects and the influence of these on product success. Examines merits of emphasizing certain new product activities, using information that helps to launch, with impact, product launch success. States that product development is critical to the firm strategically, beside its cost. Documents that of every 58 product ideas that enter the process just two reach commercialisation stage, and only one is a success. Proclaims that new product failure rates are estimated at between 30 and 60 per cent and of 100 products developed 21.9% are killed prior to launch, 18.7% are commercial failures and 59.4% are successful. Investigates and explores the reasons for failures and successes in great detail with use of figures and tables for further explanation. Concludes that Project NewProd has identified specific properties and dimensions differentiating industrial new product success and failure.

What are the keys to superior new product performance? Integrates the results of several of NewProd studies of hundreds of new product successes and failures. Identifies the key drivers of new product performance, where “performance” is measured in a variety of ways, including profitability, market share, meeting objectives, impact on the company and speed to market. Derives eight key lessons from the studies: the need for product superiority; a strong market orientation; solid up‐front homework; early and sharp product definition; a cross‐functional team approach; focus and project prioritization; quality of execution; and a systematic stage‐and‐gate new product process. Explains the implications of each of these eight factors – what they mean in terms of management action. Cycle time reduction and time to market are overriding concerns in the study. Identifies the four most important determinants of cycle time reduction.

Product developers continue to be plagued by the high incidence of new product failure. This monograph presents the results of a two‐phase empirical study designed to shed some light on approaches which might improve the process.Phase I focuses on a large sample of such failures and reveals that industrial product firms suffer from an inward orientation. The main reasons for failure were found to be a lack of understanding of customers, competition and the market environment. A review of the many activities involved on the new product process showed that market oriented activities consistently fared the worst when compared to technical, production and financial evaluation. Finally, a lack of marketing research personnel and skills was thought to have contributed more to industrial product failure than any other resource deficiency.Phase II of the research presents three case histories of exceptionally successful and well‐executed industrial new product ventures. They reveal that the development of new products is a sequential and goal‐oriented process, each stage involving information acquisition activity followed by evaluation and decision. Incremental commitment is identified as an effective route to risk reduction. The case histories demonstrate that market orientation in industrial product development is not only feasible but highly desirable.