This study explored the problem of compressing new product development by focusing on the specific phases of the innovation process. These phases manifest significant qualitative differences that require attention for understanding the complexities of accelerating new product development. Based on data from 35 high‐technology companies, Necmi Karagozoglu and Warren Brown identified several different acceleration methods. Results revealed unexpected and at times inconsistent insights than those reflected in the case study and anecdotally based literature, and implied also that some of the well documented approaches to successful new product development need to be replaced with their time‐based versions.
Explores the electronic commerce (e‐commerce) involvement of small and medium‐sized enterprises (SMEs) in terms of the strategic, operational, and performance aspects. Findings are reported from a survey of SMEs in northern California. The results show that SMEs tend to pursue e‐commerce strategies associated with customer base expansion and customer service consistent with their bricks‐and‐mortar competitive strategies and build e‐commerce operations consistent with their e‐commerce strategies. These e‐commerce strategies also contribute to the SMEs’ sales growth and profitability. However, e‐commerce strategy associated with purchasing management is the least favored alternative and does not affect profitability. The implication of the findings for managers and future research are discussed.
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