2001
DOI: 10.1287/mnsc.47.1.133.10663
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Developing Products on “Internet Time”: The Anatomy of a Flexible Development Process

Abstract: U ncertain and dynamic environments present fundamental challenges to managers of the new product development process. Between successive product generations, significant evolutions can occur in both the customer needs a product must address and the technologies it employs to satisfy these needs. Even within a single development project, firms must respond to new information, or risk developing a product that is obsolete the day it is launched. This paper examines the characteristics of an effective developmen… Show more

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Cited by 397 publications
(288 citation statements)
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“…Moreover, information quality vanishes when it has to go through many hierarchical layers. Considering the turbulent nature of the telecommunications industry and our case study findings, a flexible and decentralized decision architecture supports a fast and information rich service innovation process in the telecommunications industry (Mendelson and Pillai, 1999;MacCormack et al, 2001). Thus, we suggest that decision-making authority should be co-located where the specific knowledge is available.…”
Section: Case Study Research Findings Antecedents Of Project Learningmentioning
confidence: 79%
“…Moreover, information quality vanishes when it has to go through many hierarchical layers. Considering the turbulent nature of the telecommunications industry and our case study findings, a flexible and decentralized decision architecture supports a fast and information rich service innovation process in the telecommunications industry (Mendelson and Pillai, 1999;MacCormack et al, 2001). Thus, we suggest that decision-making authority should be co-located where the specific knowledge is available.…”
Section: Case Study Research Findings Antecedents Of Project Learningmentioning
confidence: 79%
“…(Lévárdy & Browning, 2009) Engineering design processes which are capable of coevolving with their environments and dynamic stakeholder needs can profit from the accelerating pace of changing market needs (Dougherty, 2001;Eisenhardt & Tabrizi, 1995). Due to the increasing acknowledgement of uncertainties consideration is given to nontraditional approaches to project management such as extreme (Beck, 1999), adaptive (James a Highsmith & Highsmith, 2013), flexible (MacCormack et al, 2001), response-able (Dove, 2002), lean (Poppendieck & Poppendieck, 2003), agile (Jim Highsmith, 2004) etc.. However, they may not apply as readily for complex hardware systems (Boehm & Turner, 2003).…”
Section: Uncertaintymentioning
confidence: 99%
“…The product development literature suggests that environmental characteristics can influence the choice of a development strategy (Brown and Eisenhardt 1995;Krishnan and Ulrich 2001). For example, managers operating in very uncertain and dynamic domains may choose more flexible development processes, and this flexibility allows the products to be changed often so as to stay in synch with their environment (MacCormack, et al 2001). However, there is very little knowledge about ongoing development choices and their impacts on product volatility: Do development choices change as environmental conditions vary over a product's life cycle, and, if so, how?…”
Section: Introductionmentioning
confidence: 99%