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Product development cycle time and organizational performance

Опубликовано на портале: 29-09-2003
Journal of Marketing Research (JMR). 1997.  Vol. 34. No. 1. P. 13-24. 
Тематический раздел:
A study develops and tests a simple conceptual model linking product development cycle time to organizational performance. Using data from 2 industries (automobile and computer) and 4 countries (Canada, Germany, Japan and the US), it is found that faster cycle time alone is not associated with higher accounting returns, sales growth or perceived overall performance. Stronger support is found for the hypothesis that some product development practices, such as cross-functional teams and advanced design tools, interact with accelerated product development to improve performance, whereas other practices, such as reverse engineering of competitors' products, suppress the potential benefits from lower cycle times. Finally, interaction effects for other organizational practices, such as customer involvement in the product development process and the extent to which new technology is obtained from external sources, appear to vary by industry.

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