The DOI matches its OpenAlex record; 5 of the 5 references it cites were found in a registry or an index.
Practices that Support Team Learning and Their Impact on Speed to Market and New Product Success
Abstract
Competition is fierce today. Businesses are feeling extreme pressure to innovate and do so quickly. If they take too long in bringing a product to market or make a mistake along the way, they can be preempted by a faster moving competitor. One technique gaining popularity to help companies compete is establishing learning teams—teams that create and use knowledge rapidly and effectively. But how do teams learn? By studying the learning practices of 95 new product teams, we have uncovered several factors that improve a new product team's ability to learn, innovate faster, and be more successful. These factors include thoroughly reviewing project information, having stable project goals, and following a rigorous new product development process.
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Citations
Cites
Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113 · cited 4×
“There is a growing body of literature on the importance of organizational learning [3,4,18,26,36,37,39,50,55, 57,61,73,74,81].”
BackgroundMethodResultInfluentialOrganizational learning: The contributing processes and the literatures
Huber, G. P. (1991) · Organization Science · doi:10.1287/orsc.2.1.88 · Cited by 8,072
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
Product development: Past research, present findings and future directions
Brown, S. L., & Eisenhardt, K. M. (1995) · The Academy of Management Review · doi:10.2307/258850 · Cited by 3,777
What separates Japanese new product winners from losers
Song, X. M., & Parry, M. E. (1996) · Journal of Product Innovation Management · doi:10.1111/1540-5885.1350422 · Cited by 311
Cited by
Tacit knowledge transfer and firm innovation capability
Tamer Cavusgil, S., Calantone, R. J., & Zhao, Y. (2003) · Journal of Business & Industrial Marketing · doi:10.1108/08858620310458615 · Cited by 890
Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004) · Academy of Management Journal · doi:10.2307/20159571 · Cited by 889
The drivers of success in new-product development
Cooper, R. G. (2019) · Industrial Marketing Management · doi:10.1016/j.indmarman.2018.07.005 · Cited by 561
Awan, U., Arnold, M. G., & Gölgeci, I. (2021) · Business Strategy and the Environment · doi:10.1002/bse.2684 · Cited by 452
An Evaluation of Research on Integrated Product Development
Gerwin, D., & Barrowman, N. J. (2002) · Management Science · doi:10.1287/mnsc.48.7.938.2818 · Cited by 356
Metadata
- Authors
- Lynn, G. S., Skov, R. B., & Abel, K. D.
- Venue
- Journal of Product Innovation Management
- Publisher
- Wiley
- Published
- 1999-09-01
- Volume
- 16
- Issue
- 5
- Pages
- 439-454
- ISSN
- 0737-6782 (ISSN-L)
- OpenAlex
- W2151956647
- Cited by
- 239
- References
- 5
- FWCI
- 17.77
- Type
- journal article
- Language
- en
- Open access
- closed
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- Lynn, G. S., Skov, R. B., & Abel, K. D. (1999). Practices that Support Team Learning and Their Impact on Speed to Market and New Product Success. Journal of Product Innovation Management. https://doi.org/10.1016/s0737-6782(98)00071-x
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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