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To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-9310.2008.00538.x Byline: Mumin Dayan (1), C. Anthony Di Benedetto (2), Mustafa Colak (1) Abstract: This research examines the impacts of relationship-based antecedents (e.g., procedural justice) and character-based antecedents (e.g., transactional leadership) on managerial trust in new product development (NPD) teams. The moderating impact of environmental turbulence on team performance is also investigated. Using data from 107 NPD projects in Turkey, we find that procedural justice, distributive justice, and transformational leadership are significantly related, and conflict is negatively related to managerial trust. We also find that managerial trust is significantly related to product success and team learning under both high and low environmental conditions, but it is significantly related to speed-to-market only under high-turbulent conditions. We conclude by discussing the theoretical and managerial implications. Author Affiliation: (1)College of Business and Economics, United Arab Emirates University, Al Ain, United Arab Emirates.ceylan_pa@hotmail.com;mcolak@uaeu.ac.ae (2)Department of Marketing, Fox School of Business and Management, Temple University, Philadelphia, PA, USA.Anthony.dibenedetto@temple.edu

A study was conducted to build and test a conceptual model of new product performance outcomes of supplier involvement in the development of innovation by new ventures. Findings show that contingency conditions moderate achieved levels of supplier involvement. A direct relationship between achieved level of involvement and performance was also determined.

As firms come under pressure to reduce costs and improve product quality, the role of purchasing is changing. Many are treating the purchasing department as a full partner with marketing, manufacturing, and engineering in interdisciplinary new product development teams. The focus of purchasing now often emphasizes integration back up the supply chain, and sourcing a product or service rather than just purchasing it. However, this 'ideal' vision of purchasing integration may not always be the best supply chain model for new product development. Some firms, for example those manufacturing custom-engineered products, may find that a more traditional view is more appropriate. Thus, firms need to consider the potential strategic contribution of purchasing, and decide whether it is worthwhile to integrate purchasing more fully into their own new product development process., With firms under pressure to reduce costs and improve product quality, the role of purchasing is evolving from simply buying a product or service to sourcing it. Fortune 500 firms [...]

The article summarizes several articles that have been published elsewhere. Topics covered include measuring the return on innovation; strategies used by strong new product leaders; and the introduction of short-term brands.

Research, distribution, sales force, launch timing, and marketing all play vital roles in determining a new product's success. Cross-functional teams which are active from the early stages of product development also greatly influence launch effectiveness.

The success of introducing new products depends heavily on the capability of a company to observe the process of new product development (NPD). Findings shows that a proficient performance of NPD activities often leads to a successful launching of new products while skipping of steps in order to accelerate product introduction almost always results to poor performance. Observance of NPD process is highly important in markets that are competitive and hostile. In this environment, the opportunity for success of product introduction due to proficient performance of NPD process is higher.

There have been many studies on the technical and marketing aspects of new product development. Some studies have pointed out product development activities whose successes can be attributed to the effective combination of technical and marketing activities. However, previous research has also shown the near-impossibility of combining these activities in the product development process. A survey of managers' perceptions of new product principles in the academic literature is conducted.

Survey results are presented on the attitudes of product development practitioners toward new product development principles supplied by academic researchers. The results indicate a high level of agreement; technical and marketing managers agreed with the proposed principles in 80% of the cases. Related tables are also included.

Business-to-business service marketing does not differ from product marketing, especially in the telecommunications industry. However, managers of service firms should try to focus more on employing the same basic marketing techniques that have made product marketers successful. These techniques should include an understanding of customer needs and being responsive to them.

American businesses need to stop fulfilling their own prophecies of product and market decline and instead revitalize those products and markets. Once upon a time, in a land called the [...]

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5885.2009.00339.x Byline: C. Anthony Di Benedetto (1) Author Affiliation: (1)Temple University

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5885.2009.00330.x Byline: C. Anthony Di Benedetto (1) Author Affiliation: (1)Temple University

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To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5885.2007.00251.x Byline: C. Anthony Di Benedetto (1) Author Affiliation: (1)Temple University

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The value of disagreement in research and discourse is praised.

A new study investigates whether pioneering a new product leads to competitive advantages in the market and tests the importance of four types of pioneering advantage.

The use of the Analytic Hierarchy Process (AHP) as a decision support model to aid managers in the screening of new product ideas was evaluated. It was seen that AHP is most useful as a complement to other screening models such as NewProd-based checklists. It is a management science tool that is suited to the screening decision. The process on how the AHP can be incorporated into a sophisticated information system is illustrated.