Authors: Kristina Risom Jespersen
Addresses: School of Economics and Management, Aarhus University, Building 1322 DK-8000 Aarhus C., Denmark
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.
Keywords: innovation; decision making; knowledge competence; information acquisition; simulation; new product development; NPD; project evaluation; new product valuation; new product performance.
International Journal of Technology Intelligence and Planning, 2008 Vol.4 No.3, pp.276 - 298
Available online: 26 Aug 2008 *Full-text access for editors Access for subscribers Purchase this article Comment on this article