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The influence of project novelty on the new product development process

journal contribution
posted on 2023-06-07, 20:06 authored by Joseph Tidd, K Bodley
In this paper we review the range of formal tools and techniques available to support the new product development process, and examine the use and usefulness of these by means of a survey of 50 projects in 25 firms. For each firm, we compare routine and novel development projects, and identify the influence of project novelty on the frequency of use and perceived usefulness of a range of different tools and methods. In terms of usefulness, focus groups, partnering customers and lead users and prototyping are all considered to be more effective for high novelty projects, and segmentation least useful. Cross-functional development teams are commonplace for all types of project, but are significantly more effective for the high novelty cases. In addition, many tools rated as useful are not commonly used, and conversely some tools in common use are considered to be of limited use.

History

Publication status

  • Published

Journal

R&D Management

ISSN

0033-6807

Issue

2

Volume

32

Page range

127-138

Pages

12.0

ISBN

2002

Department affiliated with

  • SPRU - Science Policy Research Unit Publications

Notes

The contingency approach argues that no unique organisational structure is optimal for firm-level performance when other contingencies prevail.. In this paper technology and task uncertainty are the types of contingency assessed through a survey, to detect their impact in projects of high novelty. Prof Tidd structured the argument and co-developed the analysis of a questionnaire administered by the co-author.

Full text available

  • No

Peer reviewed?

  • Yes

Legacy Posted Date

2012-02-06

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