ABSTRACT RESUMEN Recortar los tiempos de desarrollo de los nuevos productos se ha convertido en un factor crítico para el mantenimiento de una ventaja competitiva; lo que no es óbice para que sea aún un tema de in- vestigación en ciernes. Por ello, a fin de ahondar en esta cuestión, en este trabajo nos planteamos el estudio de varios de los factores determinantes y moderadores del tiempo de desarrollo. Para con- trastar la influencia de los citados factores disponemos de una muestra de 77 productos altamente in- novadores. Entre otros resultados de interés, encontramos que las empresas que quieren recortar el tiempo de desarrollo han de controlar el grado de sistematización que introducen en las evaluaciones; especialmente si el objetivo que se busca es combatir a la competencia, objetivo para el que se en- cuentran los menores tiempos de desarrollo. Además, la dotación de autonomía no reduce el tiempo de desarrollo con carácter general, como tantas veces los investigadores se han preguntado, sino sólo cuando la novedad de la innovación procede de un intento de lograr una superioridad tecnológica. PALABRAS CLAVE: Nuevos productos, Tiempo de desarrollo, Autonomía del equipo, Flexibili- dad del proceso, Objetivos. ABSTRACT Reducing the development time of new products has become a critical factor for remaining com- petitive. Yet, it is still a fledgling topic of research. The present study investigates the direct effects of several project objectives and process characteristics on the length of product development cycle. The moderating effect of project objectives in the relationship between process characteristics and cycle time is also empirically investigated. The results indicate that the desire to respond to competi- tors' endeavors is accompanied by reduced development cycle time. Implementing rigid project eva- luations increases the length of the development cycle, particularly when projects attempt to counte- rattack competitors' endeavors. In the case of projects attempting to develop a technological advan- tage, it is shown that empowering the team members reduce cycle time.

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    ABSTRACT: This article is about game plans for new products. The strategic importance of product development coupled with high risks and failure rates has led many companies to reconsider the way they go about conceiving, developing, and launching new products. Some firms have adopted a formal new product process or “stage-gate system” for moving new product projects from idea to launch [1]. This article reports the performance results that a handful of leading firms—IBM, 3-M, GM, Northern Telecom, and Emerson Electric—have had with implementing such new product game plans.
    Industrial Marketing Management 05/1991; 20(2):137–147. DOI:10.1016/0019-8501(91)90032-B · 1.93 Impact Factor
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    ABSTRACT: New product processes—formal “stage-gate” systems for driving new product projects from idea through to launch—have been widely adopted in the last decade, and have generally had a strong and positive impact on firms' new product efforts. While these Second-Generation roadmaps represent a major improvement over the NASA-based first generation process of the 1960s, they too have weaknesses: too time consuming and too many time wasters, too bureaucratic, and no provision for focus. Here, Robert Cooper speculates about the nature of an emerging next generation of new product processes. He proposes fundamental changes to today's “stage-gate” systems that revolve around four Fs: they will be fluid and adaptable; they will incorporate fuzzy gates which are both situational and conditional; they will provide for much sharper focus of resources and management of the porfolio of projects; and they will be much more flexible than today's process. The end results should provide companies with a much more efficient roadmap bringing products to market faster and improving their use of scarce resources. But pitfalls are never far away in our evolution towards these Third-Generation Processes.
    Journal of Product Innovation Management 01/1994; 11(1-11):3-14. DOI:10.1016/0737-6782(94)90115-5 · 1.38 Impact Factor
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    ABSTRACT: This study examines the effects of bureaucratic structure and organizational control on new product development (NPD) speed. It also examines the effects of NPD speed on organizational stress. The empirical findings from 130 US manufacturing companies can be summarized as follows. Formalized structures and centralized structures have a negative impact on invention speed. Formal controls have a positive impact on innovation speed. Informal controls have a positive impact on both invention speed and innovation speed. Invention speed has a positive impact on organizational stress and innovation speed has a negative impact on organizational stress.
    Industrial Marketing Management 07/2002; 31(4):349-355. DOI:10.1016/S0019-8501(01)00164-X · 1.93 Impact Factor


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