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On the company-specific nature of project success drivers in product development: an empirical study of a european technology manufacturer

Author: Loch, Christoph H. ; Kayser, H. J.INSEAD Area: Technology and Operations Management Series: Working Paper ; 98/21/TM Publisher: Fontainebleau : INSEAD, 1998.Language: EnglishDescription: 23 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: A large body of work in new product development (NPD) literature has identified a number of robust success drivers in NPD projects, such as an attractive market, structured project execution with a champion, cross-functional involvement, management support and customer input. The approach is found to be contingent on project newness: Less structure and more exploration is needed in radically new NPD projects
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A large body of work in new product development (NPD) literature has identified a number of robust success drivers in NPD projects, such as an attractive market, structured project execution with a champion, cross-functional involvement, management support and customer input. The approach is found to be contingent on project newness: Less structure and more exploration is needed in radically new NPD projects

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