Core capabilities and core rigidities: a paradox in managing new product development

Article Abstract:

The relationship between a company's core capabilities and its new product and process development activities was investigated. Among the issues explored was the paradox that core capabilities presents to new product development managers. While a firm's distinctive capabilities facilitate innovation, they have a flip side called core rigidities that hamper development. The challenge for product managers clearly is finding a way to make core capabilities work for them while avoiding their down side. This suggests the need for accepted practices in the management of new product and process development projects to be challenged and changed.

Research, Management, Product management

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Competing after radical technological change: the significance of product line management strategy

Article Abstract:

Factors that influence firm performance over long term after a radical change, especially those related to product line strategy are highlighted. Results suggest that product line strategy has a significant variation in firm performance.

Product Development, Market Research & Product Development, Strategic planning (Business), Strategic aspects, Time to market

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Dymanic capabilities and the emergence of intraindustry differential firm performance: insights from a simulation study

Article Abstract:

A study finds that learning times, cost, and timing affect the performance of firms.?

France, Usage, Simulation methods, Simulation

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