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A concurrent function deployment-based and concurrent engineering-based product development method for original design manufacturing companies
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A concurrent function deployment-based and concurrent engineering-based product development method for original design manufacturing companies (2008)A concurrent function deployment-based an…Customers As Innovators: A New Way to Create Value (2002)Customers As Innovators: A Ne…Winning at new products : accelerating the process from idea to launch (2001)Winning at new products : acc…Does Customer Interaction Enhance New Product Success? (2000)Does Customer Interaction Enh…Measuring the Effectiveness of Overlapping Development Activities (1999)Measuring the Effectiveness o…Involving Suppliers in New Product Development (1999)Involving Suppliers in New Pr…Review of QFD and related deployment techniques (1998)Review of QFD and related dep…Key Drivers of Reduced Cycle Time (1998)Key Drivers of Reduced Cycle …Co-developing Products: Involving Customers Earlier and More Deeply (1998)Co-developing Products: Invol…Success factors for integrating suppliers into new product development*1 (1997)Success factors for integrati…Success Factors for Integrating Suppliers into New Product Development (1997)Success Factors for Integrati…PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS (1995)PRODUCT DEVELOPMENT: PAST RES…Developing New Products On Time, In Time (1995)Developing New Products On Ti…Strategic Partnerships in New Product Development: an Italian Case Study (1994)Strategic Partnerships in New…Concurrent Engineering with Early Supplier Involvement: A CrossFunctional Challenge (1993)Concurrent Engineering with E…Readings in the Management of Innovation (1988)Readings in the Management of…New Products: What Separates Winners from Losers? (1987)New Products: What Separates …Developmental Processes of Cooperative Interorganizational Relationships (1994)DOES FAMILIARITY BREED TRUST? THE IMPLICATIONS OF REPEATED TIES FOR CONTRACTUAL CHOICE IN ALLIANCES. (1995)Networking and innovation: a systematic review of the evidence (2004)Development and validation of a measurement instrument for studying supply chain management practices (2005)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)On the Evaluation of Structural Equation Models (1988)From Marketing Mix to Relationship Marketing (1994)The Commitment-Trust Theory of Relationship Marketing (1994)Service Innovation Viewed Through a Service-Dominant Logic Lens: A Conceptual Framework and Empirical Analysis (2010)Inbound Open Innovation Activities in High-Tech SMEs: The Impact on Innovation Performance (2012)Competitive Advantage: Creating and Sustaining Superior Performance (1985)Seeking the Ideal Form: Product Design and Consumer Response (1995)Why Some New Products are More Successful than Others (2001)Learning orientation, firm innovation capability, and firm performance (2002)Manufacturer-supplier relationships in Japan and the concept of relation-specific skill (1989)SPECIALIZED SUPPLIER NETWORKS AS A SOURCE OF COMPETITIVE ADVANTAGE: EVIDENCE FROM THE AUTO INDUSTRY (1996)Internal and External Integration for Product Development: The Contingency Effects of Uncertainty, Equivocality, and Platform Strategy (2005)Identifying risk issues and research advancements in supply chain risk management (2010)An Evolutionary Theory of Economic Change. (1983)The machine that changed the world (1992)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits (1999)Dynamic capabilities: what are they? (2000)Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms (2005)A dynamic model of process and product innovation (1975)An Investigation into the New Product Process: Steps, Deficiencies, and Impact (1986)Absorptive capacity and new product development (2001)Collaborative networks and product innovation performance: Toward a contingency perspective (2009)Knowledge Sharing in Interorganizational Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms* (2009)Towards a Theory of Open Innovation: Three Core Process Archetypes (2004)Research on Innovation: A Review and Agenda for Marketing Science (2006)Virtual Customer Environments: Testing a Model of Voluntary Participation in Value Co‐creation Activities (2009)Whence Consumer Loyalty? (1999)The dynamics of product innovation and firm competences (2002)The Influence of Intellectual Capital on the Types of Innovative Capabilities (2005)Organizational Size and Innovation (1992)Development of a Technical Innovation Audit (1996)Valuing Internal vs. External Knowledge: Explaining the Preference for Outsiders (2003)Tourism supply chain management: A new research agenda (2009)Managing open innovation projects with science-based and market-based partners (2014)
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References

  • 1995PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS3,777 cited
  • 2001Winning at new products : accelerating the process from idea to launch1,832 cited
  • 1987New Products: What Separates Winners from Losers?1,313 cited
  • 2002Customers As Innovators: A New Way to Create Value1,031 cited
  • 1997Success Factors for Integrating Suppliers into New Product Development876 cited
  • 2000Does Customer Interaction Enhance New Product Success?726 cited
  • 1988Readings in the Management of Innovation713 cited
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  • 1997Success factors for integrating suppliers into new product development*1330 cited
  • 1994Strategic Partnerships in New Product Development: an Italian Case Study300 cited
  • 1999Measuring the Effectiveness of Overlapping Development Activities229 cited
  • 1998Review of QFD and related deployment techniques200 cited
  • 1998Key Drivers of Reduced Cycle Time146 cited
  • 1995Developing New Products On Time, In Time120 cited
  • 1993Concurrent Engineering with Early Supplier Involvement: A CrossFunctional Challenge109 cited

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1998
Co-developing Products: Involving Customers Earlier and More Deeply
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