TITLE

New Product Team Learning: DEVELOPING AND PROFITING FROM YOUR KNOWLEDGE CAPITAL

AUTHOR(S)
Lynn, Gary S.
PUB. DATE
June 1998
SOURCE
California Management Review;Summer98, Vol. 40 Issue 4, p74
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article explores organizational learning for new product development through a study of thirteen innovation teams from Apple, IBM, and HP. There are three types of organizational learning: Within-Team Learning, Cross-Team Learning, and Market Learning. A new product team need not excel at all three. In fact, under different circumstances some types of learning can actually be detrimental to a project's outcome. This article discusses each of these learning types and explains when each is appropriate and why.
ACCESSION #
1081786

 

Related Articles

  • Informed decisions. McLuhan, Robert // Marketing (00253650);12/20/2006 Marketing Manual Supplem, p21 

    This article discusses the significance of market research for a firm to make the right strategic decisions. Information about what people think allows a firm to plan accordingly. It is reported that if a firm is developing an idea for a product and planning to spend large sums of money on its...

  • "Marketing Strategy and Differential Advantage": A Comment. Chattopadhyay, Amitava; Nedungadi, Prakash; Chakravarti, Dipankar // Journal of Marketing;Spring85, Vol. 49 Issue 2, p129 

    This article critiques the "new paradigm of marketing strategies" proposed by Cook (JM, Spring 1983). It is shown that his formulation of the strategic marketing ambition and differential advantage concepts does not provide general or actionable Pinks between a firm's market performance goals...

  • Strategy and the Balanced Scorecard. Frigo, Mark L. // Strategic Finance;Nov2002, Vol. 84 Issue 5, p6 

    This article reports on the use of balanced scorecards as a management tool for strategy evaluation and refinement. The author relates experiences of companies that use balanced scorecards and examines some of the cause-and-effect linkages observed by companies using them. The author notes that...

  • Sequential Testing in Product Development. Thomke, Stefan; Bell, David E. // Management Science;Feb2001, Vol. 47 Issue 2, p308 

    A fundamental problem in managing product development is the optimal timing, frequency, and fidelity of sequential testing activities that are carried out to evaluate novel product concepts and designs. In this paper, we develop a mathematical model that treats testing as an activity that...

  • The Idea Itself and the Circumstances of Its Emergence as Predictors of New Product Success. Goldenberg, Jacob; Lehmann, Donald R.; Mazursky, David // Management Science;Jan2001, Vol. 47 Issue 1, p69 

    In view of the distressingly low rate of success in new product introduction, it is important to identify predictive guidelines early in the new product development process so that better choices can be made and unnecessary costs avoided. In this paper, we propose a framework for early analysis...

  • Strategic Competencies of Return Driven Strategy. Frigo, Mark L. // Strategic Finance;Jun2002, Vol. 83 Issue 12, p6 

    The article discusses business strategy and deciding on strategic competencies using Return Driven Strategy (RDS). The article implies that many times, companies view strategic competencies as an either/or proposition. Instead, the author considers that RDS can put companies on the path to...

  • Mark Warner trade boost.  // Travel Trade Gazette UK & Ireland;11/19/2015, p08 

    The article discusses the increase commitment of the independent tour operator Mark Warner Ltd. on its marketing budget to enhance its agent sales through a trade activity with joint-marketing initiatives.

  • Building collaborative cross-functional new product teams. Jassawalla, Avan R.; Sashittal, Hemant C. // Academy of Management Executive;Aug99, Vol. 13 Issue 3, p50 

    The emergence of cross-functional teams has outpaced our understanding of how and why they work the way they do. Although cross-functional teams have improved new product processes in many organizations, not all work equally well, nor are all equally collaborative. Our recent study of high...

  • Strategy-Focused Performance Measures. Frigo, Mark L. // Strategic Finance;Sep2002, Vol. 84 Issue 3, p10 

    This article presents guidelines on how an organization can develop performance measures that are truly strategic. He discusses various applications for strategic performance measurement systems in companies and examines the relationship between strategy and performance measures. He notes that...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics