Historically, making the choice not to share findings leads to an aversion to sharing in the future. 
Research – experimental 
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Public sector organizations face an information imbalance because field experts choose more lucrative private sector positions. 
Non-experimental study
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Using consultants or temporary workers for operational support sends the message that best practices and oversight are temporary or weakly-supported policies. 
Non-experimental study
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Interviewees often stated social aspects of meetings were positively affected by the presence of women however in other questions their presence is not perceived as essential content-wise. This illustrates an unconscious inability to link the quality of social processes to the outcome of the project.
Study findings
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Junior faculty is generally with more time-consuming support tasks, particularly in the US where the probationary period to attain tenure is significantly longer. “Role strain” inhibits individual research. 
Findings of CV analysis
Occurrences within model: NtK 3.3, 4.10
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Knowledge brokering can be performed by individuals who show aptitude, regardless of their existing title. 
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Personal meetings, sometimes more than one, may be necessary to address researchers who feel threatened by collaborative initiatives. 
Non-experimental study
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Issuing a new challenge to a multidisciplinary team is a strategy for drawing experts out of their silos in a context that does not threaten their sense of autonomy or emotional attachment to their niche. 
Non-experimental study
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Being cognizant of gender practicing (actions taken moment to moment) in context of gender practices (existing cultural norms) enables actors to reproduce or challenge unequal practices.
Study findings
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Management can be vigilant about role strain and make special effort for junior researchers to have sufficient resources to perform research, share knowledge, and benefit professionally from involvement. 
Findings of CV analysis
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Incubators often tout networking as a major attribute because social networks are informal and valuable relationships which take time and positioning to build.  
Case study findings
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Pay particular attention to allocation of time for alpha and beta testing as well as test marketing of final products.
Survey.
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The issues which characterize the NPD stages from the project management perspective (PPM group) are to determine the following: milestone count; how many projects pass from one stage to the next; project count by stage (WIP); resource requirements and time lines.
The data has been collected by the researcher from within the company from a wide variety of sources ranging from NPD documentation, archival records and interviews with various people working on the R&D process.
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The primary drivers of performance appear to be: 1. Cross-functional Involvement and good interfacing between those involved in undertaking NPD. 2. Developing a profile of defined product/market arenas to direct new product ideation and investment in R&D and marketing capabilities. 3. Provision of adequate resources for undertaking NPD. 4. Leadership and organization of projects including the use of product champions and enabling managers the flexibility to make decisions relating to NPD activities. 5. A strong market orientation that links both customer and competitor insights into the NPD process for improved decision-making. 6. A high level of senior management involvement in order to illustrate to employees that management is committed to successful NPD outcomes. 7. Undertaking up-front homework including appropriate project screening and evaluation activities, concept development and testing, and preliminary market and technical testing.
Survey. Results from questionnaire analysis.
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Create a personalized competency grid to identify several core capabilities necessary for each role. Individuals in these roles should meet competency in each area, with one or two stand-out strengths. 
Non-experimental study
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When assigning roles, be cognizant of who is expected to “pour the coffee” i.e. give tours, take notes, give up a seat at the table, make small talk, plan parties, and handle other such social or domestic office labor. Assign these tasks equally by job role and be mindful not to reproduce unequal gender practices. 
Study findings
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Be flexible with managing resources to have higher levels of success with product development execution.
Survey of 120 development projects from 57 firms. Hierarchical regression was significant, beta = .179 at p<=.1.
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Higher levels of sophistication in capital budgeting are associated with new product development success.
Survey with significant findings.
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Invest in tools, staff or other resources to help reduce development bottlenecks, the time to market benefits usually far outweigh the investment cost.
Case Study. Top manufacturers have found this to be true.
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Matching new product development tasks to employee interests and strengths helps to ensure that those tasks will be appropriately handled. Employees who possess traits associated with inventors thrive in R&D environments; those who act as champions do well during the opportunity recognition phase; those who are project implementers are best placed in project execution roles; while serial innovators do well throughout the entire process.
Survey data.
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An interesting modification to concurrent engineering is the agile concurrent engineering (ACE) methodology. Its main characteristics are full utilization of resources through resource sharing, agile teams suited for medium or small-sized firms and minimum organization restructuring. In this methodology, a quantitative modeling tool for the concurrent engineering process was developed which describes the mini-circulations and resource sharing within the system. This tool (ESHLEP-N) was a high-level evaluation, stochastic Petri-net model.
Source: Yan and Jiang (1999). In: Kamrani, A., & Vijayan, A. (2006)

Coordination in this sense refers to the problem of ensuring that scarce development resources are allocated efficiently to the different tasks that must be accomplished, that task deadlines are set appropriately and communicated clearly, and that the sequence of planned activities leads to a total project duration that approaches the minimum possible. In the literature on project management, these problems are typically addressed in terms of PERT charts and 'critical path analysis.'
Source: Eppen, Gould, and Schmidt (1993). In: Hoopes, D.G., & Postrel, S. (1999)

Organizational strength (strategy, skills, culture) as driver of new product success.
Source: Heynard and Szymanski, 2001; Montoya-Weiss ad Caklantone, 1994). In: Troy, L. Hirunyawipada, T. & Paswan, A. (2008)