Zhongqi Jin. (2001). The nature of NPD and the role flexibility of R&D/marketing in a fast growing high-tech setting. R&D Management, 31(3), 275-285.
Format: Peer-reviewed article
Type: Research — Non-experimental
Experience level of reader: Fundamental
Annotation: Three aspects of product newness: 1) New to market; 2) New to company; 3) New to technology, each influence the relative role flexibility of the R&D group and the Marketing group in an organization.
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
Barrier: Product newness to company decreases role flexibility for R&D group.
Correlation analyses based on Survey n=171 and Follow-up interviews n-68 with organizational managers of various groups, shows that products new to company decrease R&D Groups role in both R&D and marketing, although the reduction happens slowly and over an extended period of time.
Occurrence of finding within the model: Step 4.2
Carrier: Product newness to market increases role flexibility for Marketing group.
Correlation analyses based on Survey n=171 and Follow-up interviews n-68 with organizational managers of various groups, shows that products new to market increases Marketing Groups role in both marketing and R&D, and the role happens quickly in a short time frame.
Occurrence of finding within the model: Step 4.2