Product Development – Managing a Dispersed Process

Exploring the inbound and outbound strategies enabled by user generated big data: Evidence from leading smartphone applications

“…Differently from the interview technique, though, the contemporary participation of different users can facilitate the emergence of critical views; in fact, the possibility of leveraging alternative opinions can allow serendipitous solutions to be to identified. At the same time, as argued by Dahan and Hauser (2001), it could happen that social dynamics discourage participants from explicitly revealing their own needs in the presence of others; in other words, opinions expressed by leading participants can significantly influence the ideas of other participants. Finally, differently from the interview technique, focus groups usually rely on smaller numbers of users providing less robust results, even if they are usually richer.…”

“…Differently from other UCI techniques, interviews do not allow to take into consideration the influence that the context of use can generate on users' needs and do not consider the insights that might come from the interaction between different users. As underlined by Dahan and Hauser (2001) and Sanders (2002) this technique performs an explicit need in investigating and, as a consequence, mainly provides insights that can nurture incremental innovations. The focus group technique foresees the meeting of a representative sample of users where participants are invited by the organizing company to discuss and share specific problems or issues (see Table 1).…”

La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

“…J. et al, 1995). De esta forma, diversos indicadores de resultados, son justificados como consecuencia de las actividades de innovación (Robert G. Cooper, 1984, Dahan and Hauser, 2002, Montoya-Weiss and Cantalone, 1994, Bozeman and J. S. Dietz, 2000, destacando más recientemente otras (Daghfous, 2004, Prajogo and Ahmed, 2006a, Teece, 2007 y (Chen et al, 2009). Por todo ello, se plantea la siguiente hipótesis:…”

“…De esta forma, y en línea con diversos trabajos como los de (Robert G. Cooper, 1984, Dahan and Hauser, 2002, Montoya-Weiss and Cantalone, 1994, Bozeman and J. S. Dietz, 2000; y más recientemente (Daghfous, 2004, Prajogo and Ahmed, 2006a, Teece, 2007 y (Chen et al, 2009); se ha verificado empíricamente (ver Tabla 166) que las empresas que tienen actividad innovadora, justifican mejores resultados que aquellas que no lo hacen, sea cual sea su tipo de actividad innovadora (producto, servicio, proceso u otras innovaciones).…”

Innovation in Product Development for the Market Ready Made Desserts: The Case of Laffriolée - DOI:10.5585/RAI.2010391

“…O lançamento de um novo produto ou serviço é um processo disperso em diferentes fases e interesses dentro de uma organização (Dahan & Hauser, 2006 Se por um lado empresas que não desenvolvem novos produtos se arriscam a perder espaço para a concorrência mais agressiva, por outro lado lançar um novo produto é um empreendimento arriscado. A grande maioria dos novos produtos não permanece à venda e o risco de prejuízo é imenso (Christensen, Cook & Hall, 2005 Além disso, a gerência concentra-se tradicionalmente no processo somente quando altas cifras são envolvidas.…”