Salomo, S.R., Weise, J., & Gemunden, H.G. (2007). NPD Planning Activities and Innovation Performance: The Mediating Role of Process Management and the Moderating Effect of Product Innovativeness. Journal of Product Innovation Management, 24(4), 285-302.
Format: Peer-reviewed article
Type: Research — Non-experimental
Experience level of reader: Fundamental
Annotation: The paper asserts that thorough business planning at the beginning of an NPD project creates a basis for proficient project and risk planning. Business planning proves to be an important antecedent of the more development-related planning activities.
Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)
Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers
Knowledge user level addressed by the literature: Organization
This article uses the Commercial Devices and Services version of the NtK Model
Method: The fuzzy front end of NPD entails all activities prior to the time that a business unit commits to the funding and launch of a NPD project or decides not to do so (i.e., go/no-go decision). This decision to fund or not fund an NPD project is typically made after the business case has been evaluated to assess the project's likely financial returns and after some degree of project and risk planning has been carried out. (Khurana & Rosenthal [1998])
Occurrence of finding within the model: Gate 4