Exploring the connectedness of New Product Development decision-making levels Online publication date: Tue, 26-Aug-2008
by Kristina Risom Jespersen
International Journal of Technology Intelligence and Planning (IJTIP), Vol. 4, No. 3, 2008
Abstract: In exploring the New Product Development (NPD) process the agreed underlying assumption has been that NPD decisions in an organisation are related. Yet new-product project evaluations are skipped as research jumps directly to new product performance. This paper addresses new product valuations explicitly through analysis of the connectedness of strategic and in-stage NPD decisions to these reviews. The results show that NPD decision-making levels are not connected. Strategic NPD decision-making is not guiding review NPD decisions, and NPD activities do not feed information into new-product evaluations. This has many implications; one is that this connection cannot be assumed when analysing new-product performance.
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