Successful execution of product development projects: Balancing firmness and flexibility in the innovation process

By Mohan V. Tatikonda, S. R. Rosenthal. 2000

473 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/057e5691b509c7f41fbac5be30382ee0716835a9

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In Management of Technology and Innovation

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Inbound open innovation for enhanced performance: Enablers and opportunities (2013, background): “These discretionary resources give the firm room to engage in experimentation and aid in NPD (e.g., George, 2005; Tatikonda & Rosenthal, 2000).”
The Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence (2015, unknown): “For example, Tatikonda and Rosenthal (2000) argue that in spite of high operational success, market failure can occur if a chosen project does not fit the company strategy, or if a product is introduced into the wrong market or with a poor marketing strategy.”
Toward Agile: An Integrated Analysis of Quantitative and Qualitative Field Data (2010, background): “It decentralizes decision-making power to those who will actually carry out the work (Tatikonda and Rosenthal 2000).”
Dynamic capabilities through continuous improvement infrastructure (2009, background): “Second, there needs to be a balance between projects that are intended to improve existing process capabilities and those that seek to design new processes (Jansen et al., 2006; March, 1991; Tatikonda and Rosenthal, 2000a,b).”
Management Control and Strategic Renewal in the Front End of Innovation (2009, methodology): “With regards to the rejected hypotheses on process formalization and outcome-based rewarding, previous research has already debated the need for process and output controls in NPD with conflicting conclusions (Bonner et al., 2002; Cooper, 1998; Koen et al., 2001; Khurana and Rosenthal, 1998; Montoya”
Costs and Benefits of Inter-Departmental Innovation Collaboration (2011, background): “Innovation is a collective process of idea generation and implementation that builds upon resources, skills, and personnel from different organizational functions (Gibson and Gibbs, 2006; Tatikonda and Rosenthal, 2000a).”
Understanding Antecedents of New Product Development Speed: A Meta-Analysis (2010, unknown): “, 2000) echnology gies (Sarin The degree of product radicalness or newness (Li and AtuaheneGima, 1999), technology novelty (Swink, 2003), and technological unfamiliarity (Tatikonda and Rosenthal, 2000) lexity and Swink, A number of product functions (Griffin, 1997), the degree of lessstandardized pa”
Organizational Support for Intrapreneurship and its Interaction with Human Capital To Enhance Innovative Performance (2010, unknown): “It also represents employees’ degree of initiative upon their formal work and implementing improvement efforts or resolving problems (Souder, 1974; Tatikonda and Rosenthal, 2000).”
Information Technology and Intangible Output: The Impact of IT Investment on Innovation Productivity (2012, background): “2 Consistent with research (Rothwell 1994, Schilling and Hill 1998, Tatikonda and Rosenthal 2000) and the majority of awarded, patented innovations, we focus our process discussion on product innovation.”
A Cross-Disciplinary Exploration of Entrepreneurship Research (2007, unknown): “We label the first stream internal systems or process design (Choi & Krause, 2006; Hyer & Brown, 1999; Koufteros, Vonderembse, & Jayaram, 2005; Nahm, Vonderembse, & Koufteros, 2003; Singhal & Singhal, 2002; Tatikonda & Rosenthal, 2000).”