Most technology-based product development programs are becoming more complex and difficult to manage. New technologies, increasingly knowledgeable customers, partnered development projects, differentiated global markets, and more sophisticated product development practices make corporate...

This paper examines adoption of really‐new products (RNPs) from a consumer perspective. The unique characteristics of RNPs which differentiate them from other innovative products are examined in relation to the role which these characteristics play in creating barriers to adoption of RNPs....

The increasing use of cross‐functional teams for new product development (NPD) belies the difficulty managers face in creating teams that are truly effective. Effectiveness depends, in part, on having members who are satisfied with their team and their project. This article reports the results...

A product is more likely to be successfully developed and marketed when the “upfront or fuzzy front‐end (FFE)” activities are understood and carefully managed. A framework is developed to illuminate several factors affecting FFE performance. Using this framework, several strategic issues...

One of the most important developments in banking is the increased emphasis on marketing a wide array of financial services. This emphasis has led to the adoption of the product management system in one form or another by many large, full‐service commercial banks. The transition to a product...

Evidence suggests that product managers' need to communicate across organizational and environmental boundaries under conditions of uncertainty can give rise to powerful role pressures of conflict and ambiguity. These pressures are generally associated with negative or dysfunctional personal...