Understanding New Markets for New Products

By Deborah J. Dougherty. 2007

195 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7903e36f5942c942b8220f0646ae37740d13fd88

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Citations in the corpus

When Is a New Thing a Good Thing? Technological Change, Product Form Design, and Perceptions of Value for Product Innovations (2007, background): “…can provide value (Pinch and Bijker 1987, p. 40); and (b) the interpretative flexibility is reduced as interactions among customers and producers (Dougherty 1990, Leonard-Barton 1995, Rosa et al. 1999), different types of customers (Moore 1991), and relevant social groups (Pinch and Bijker 1987)…”
Rotating Leadership and Collaborative Innovation (2011, background): “Although deep search can emerge from cumulative invention, prior research suggests that broad search is particularly difficult to achieve because innovative development involves uncertainty about the value of various recombinations, potentially long time frames, and a wide variety of possible techno”
The effect of external and internal factors on firms’ product innovation (2008, background): “This involves studying the effect of industry characteristics, such as market opportunities (Dougherty, 1990; Levin, 1981; Schmookler, 1966), technological opportunities (Geroski, 1990; Levin et al.”
Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields (2009, background): “Use of multiple informants also enables inducing richer and more elaborated models because different individuals typically focus on complementary aspects of major decisions (Dougherty, 1990; Schwenk, 1985).”
Effect of Green Organizational Identity, Green Shared Vision, and Organizational Citizenship Behavior for the Environment on Green Product Development Performance (2019, background): “With the integration of power in organizational identity, organization staff members may be pleased that other members in the same green infrastructure agreed to proactively undertake environmental initiatives, such as spreading awareness on environmental concerns, creating an environment that explo”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, background): “…the position that effective integration of R&D and marketing contributes to successful outcomes (King et al. 2003, Moorman and Slotegraaf 1999, Song et al. 2005), with effective communication between marketing and R&D functions proving critical to success (Dougherty 1990, Griffin and Hauser 1992).”