Kivisaari, S. (1991). Success and Failure in Product-Development Processes: An Analysis of Timing and Sequence. International Studies of Management and Organization, 21(4), 9-22.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: Innovation processes should not be viewed apart from their corporate context and the corporations prior history of NPD innovation. Prior experiences influence current projects, particular in terms of management support and staff commitment.

Setting(s) to which the reported activities/findings are relevant: Government, Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Brokers, Manufacturers, Policy Makers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

Barrier: Inadequate problem (need), solution (goal) and project scope (role) definition at the front end, leads to confusion and changing priorities downstream. This generates conflicts between the internal departments of R&D, marketing and production, which may arise at any point and persist throughout the project.
Three case studies supported by 18 interviews.
Occurrence of finding within the model: Step 1.4, Step 1.3, Step 1.2

Method: Corporate management commitment influences the outcomes of NPD processes directly by resource allocation and sponsorship, or indirectly by structuring the organizational context in which the project occurs. High level commitment should be sought at each Decision gate.
Three case studies supported by 18 interviews.
Occurrence of finding within the model: Gate 1, Gate 2, Gate 3, Gate 4, Gate 5, Gate 6, Gate 7

• NPD project support from top management is critical to ensure departmental level success, as it brings visibility which is associated with morale, and it brings adequate resources which are associated with shortened cycle time.
  Three case studies supported by 18 interviews.
  Occurrence of finding within the model: Step 4.9

• Ensure match between envisioned innovation and the core products and competence of organization, to ensure the resulting device/service is not orphaned and instead has future core support.
  Three case studies supported by 18 interviews.
  Occurrence of finding within the model: Step 2.3