Breakeven Time on New Product Launches: An Investigation of the Drivers and Impact on Firm Performance

Calantone, Roger J.; Randhawa, Praneet; Voorhees, Clay M.

doi:10.1111/jpim.12194

Cited by 19 publications

(11 citation statements)

References 96 publications

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“…Conversely, the negative contribution of customer codevelopment for radical hedonic innovations likely stems at least in part from the lower quality of information obtained from customers (because of the difficulty of simulating social processes in codevelopment settings) and lower investment costs compared with radical utilitarian innovation. Based on the research findings, we can surmise that in the case of incremental utilitarian innovation, the costs related to customer cocreation (Calantone, Randhawa, and Voorhees, 2014) do not outweigh the benefits. Interestingly, in the case of incremental hedonic innovation, customer codevelopment contributes positively to market success.…”

Section: Discussionmentioning

confidence: 95%

Benefits of Customer Codevelopment of New Products: The Moderating Effects of Utilitarian and Hedonic Radicalness

Candi¹,

Ende²,

Gemser³

2015

J of Product Innov Manag

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There is growing belief in the value of actively involving customers in innovation, commonly referred to as customer codevelopment or cocreation. These strategies are generally believed to be beneficial, although contingent views are prevalent. A widely espoused contingent view is that the positive contribution of customer codevelopment is dependent on the degree of radicalness (or innovativeness) of the products being developed. Some work argues that customer codevelopment is more useful for incremental innovation, whereas other work claims that customer codevelopment is more valuable when innovation is radical. This research makes an important contribution to this discourse by making a distinction between utilitarian radicalness and hedonic radicalness. Utilitarian radicalness refers to the degree to which an innovation is novel in terms of technology and functionality, whereas hedonic radicalness refers to the degree to which an innovation is novel in terms of sensorial, emotional, or symbolic aspects. Hypotheses about the contribution of customer codevelopment to market success depending on levels of utilitarian and hedonic radicalness are tested using dual‐respondent data about a large sample of innovation projects. The findings suggest that the contribution of customer codevelopment to market success is positively moderated by utilitarian radicalness and negatively moderated by hedonic radicalness. This underlines the importance of taking not only the level, but also the nature, of radicalness into account when making decisions about customer codevelopment.

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Section: Discussionmentioning

confidence: 95%

Benefits of Customer Codevelopment of New Products: The Moderating Effects of Utilitarian and Hedonic Radicalness

Candi¹,

Ende²,

Gemser³

2015

J of Product Innov Manag

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“…A categoria de gerenciamento de projetos inclui as competências necessárias para assegurar que o projeto seja bem gerenciado, como planejamento e controle (Araújo & Pedron, 2015). Neste tema, destacou-se a necessidade de equilibrar os resultados ao entregar um produto forte rapidamente com o capital investido devolvido graças à conversão rápida de vendas de produtos, assim minimizando as preocupações associadas com custos de desenvolvimento acelerado (Calantone et al, 2014). Para Holahan et al (2014), o risco é um outro atributo documentado para projetos de inovação, em especial para a inovação radical, já que estes projetos exigem mais estrutura e menos flexibilidade.…”

Section: Discussionunclassified

“…Observa-se que os gerentes devem ser seletivos quando se trata de quais tipos de incerteza precisam focar, ou seja, precisam se preocupar tanto com o risco de mercado quanto com os riscos técnicos do projeto (Thanasopon et al, 2016). Os gerentes podem não precisar lutar para equilibrar qualidade, rápido desenvolvimento e baixo custo, pois se entregarem rapidamente um bom produto, seu investimento será devolvido graças à rápida infusão de vendas, resolvendo assim as preocupações associadas aos custos de desenvolvimento acelerado (Calantone et al, 2014).…”

Section: Discussionunclassified

As Competências Do Gerente De Projetos De Inovação: Uma Revisão Sistemática Da Literatura

Santos¹,

Pedron²

2019

Revista Gestão e Inovação

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ResumoPara garantir a eficácia no gerenciamento de projetos, é estratégico gerenciar a competência individual e mapear as trajetórias de construção de competências para o gerente de projeto (Takey & Carvalho, 2015). Nos últimos anos, a literatura foi explorada quanto às competências de um gerente de projetos, mas há poucas informações quanto às competências que o gerente de projetos precisa apresentar para gerir os projetos de inovação. Neste sentido, este artigo teve como objetivo apresentar as competências dos gerentes de projetos atuantes em projetos de inovação. Foi desenvolvida uma busca na base de dados ISI Web of Science para a busca de artigos que, após a realização de procedimentos metodológicos, forneceram 41 artigos utilizados para realizar esta revisão sistemática da literatura. Utilizou-se o software Atlas.ti para extrair as informações válidas para a consolidação dos resultados e análise do conteúdo. Os registros foram correlacionados com a lista de 85 competências de gerentes de projetos propostas por Araújo e Pedron (2015), tomados como parâmetro para a identificação das competências dos gerentes de projetos que atuam em projetos de inovação. Dentre as 85 competências distribuídas em 10 categorias, 79 foram confirmadas e 11 novas competências que não estavam listadas, compuseram a categoria competências em inovação. Por fim, este estudo identificou 90 competências relacionadas aos gerentes de projetos de inovação. Palavras-chave:Competências. Gerenciamento de projetos. Inovação. AbstractTo ensure effectiveness in project management, it is strategic to manage individual competency and map competency-building trajectories for the project manager (Takey & Carvalho, 2015). In recent years, literature has been explored concerning the competencies of a project manager, although there is little information on the skills that the project manager needs to present to manage innovation projects. In this sense, this article was aimed at presenting the competencies of the project managers who are active in innovation projects. A search was performed in the ISI Web of Science database to search for articles which, after performing methodological procedures, provided 41 articles used to carry out this systematic literature review. Atlas.ti software was used to extract valid information for results consolidation and content analysis. The records were correlated with the list of 85 project managers competencies proposed by Araújo and Pedron (2015), taken as parameter for the identification of the project managers competencies who work in innovation projects. Of the 85 competencies distributed in 10 categories, only 79 were confirmed and 11 new competencies that were not previously listed, composed a new category of competencies in innovation. Finally, this study identified 90 competencies related to innovation project managers.

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“…As we categorized them, qualitative research articles (e.g., Murmann, 1994) used formal qualitative methodologies (e.g., interviews, cases), while conceptual articles were more like essays (e.g., Gold, 1987), with no research method(s) presented. As we coded the quantitative articles, mostly employing the survey approach (e.g., Calantone, Randhawa, and Voorhees, 2014), we also identified a small group of articles using simulations (e.g., Van Oorschot, Langerak, and Sengupta, 2011), and created this as a new category.…”

Section: Codingmentioning

confidence: 99%

The Evolution, Status, and Research Agenda for the Future of Research in NPD Cycle Time

Griffin

Langerak

Eling

2019

J of Product Innov Manag

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Breakeven Time on New Product Launches: An Investigation of the Drivers and Impact on Firm Performance

Abstract: The ability to break even faster on new product projects is becoming increasingly critical for firms in fast-

Cited by 19 publications

References 96 publications

Benefits of Customer Codevelopment of New Products: The Moderating Effects of Utilitarian and Hedonic Radicalness

Benefits of Customer Codevelopment of New Products: The Moderating Effects of Utilitarian and Hedonic Radicalness

As Competências Do Gerente De Projetos De Inovação: Uma Revisão Sistemática Da Literatura

The Evolution, Status, and Research Agenda for the Future of Research in NPD Cycle Time

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