Frank G. Bingham and Charles J. Quigley
Presents a new product implementation model which is designed toreduce the risk inherent in new product ventures in the industrialmarketplace. Show that while there is debate over…
Abstract
Presents a new product implementation model which is designed to reduce the risk inherent in new product ventures in the industrial marketplace. Show that while there is debate over the number of failures, there is little debate that the new product failure rate is high. Describes a process that gives the industrial firm the ability to exert greater control over internal and external factors critical to the successful new product implementation. Concludes that the model is appropriate for many types of firms.
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Frank G. Bingham and Charles J. Quigley
Proposes a new product implementation process which is designed toreduce the risk inherent in new product introductions in consumermarkets. Defines the stages of this process as…
Abstract
Proposes a new product implementation process which is designed to reduce the risk inherent in new product introductions in consumer markets. Defines the stages of this process as idea generation, idea screening, conceptual development and testing, business analysis, product development, test market, and product introduction. Concludes that this process differs from previous models in suggesting a team be created to manage the development, speeding up the tasks in each stage.
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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in…
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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.
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This paper presents a schema for analyzing the transfer of management skills to a reforming socialist economy and uses it to examine the extent to which foreign investors should…
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This paper presents a schema for analyzing the transfer of management skills to a reforming socialist economy and uses it to examine the extent to which foreign investors should be able to transfer such skills to Poland. Among the conditions for effective transfer of skills from the multinational's side (the skills transferer's side) are acceptable return/risk ratio, surmountable adjustment problems, and the availability of host‐society managerial talent. Schematically the conditions on the host society's side (the transferee's side) can be considered at two levels. At the macro level the relationship must produce a net economic benefit and must be politically acceptable. At the micro level, there must be effective transfer mechanisms, locally available managerial talent, and receptive managerial attitudes. The paper is based on interviews and materials gathered in Poland.
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange…
Abstract
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.
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Profiles broadband communications, wondering whether AOL Time Warner will keep its side of the bargain that promises to provide a universal telephone service, in exchange for…
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Profiles broadband communications, wondering whether AOL Time Warner will keep its side of the bargain that promises to provide a universal telephone service, in exchange for accepting regulations regarding monopoly. Recommends that only by quality of service monitoring can AOL Time Warner be seen to be keeping its side of the bargain. Concludes that quality of service monitoring is a timely approach in the USA with regard to broadband communications systems.
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Via philosophy of science, the paper seeks to identify the role of trial and error in business and other managed activities, including economic development.
Abstract
Purpose
Via philosophy of science, the paper seeks to identify the role of trial and error in business and other managed activities, including economic development.
Design/methodology/approach
Drawing first on Karl Popper's view of trial and error as essential to the evolution of all life, including all human activity, the paper asks what we mean by science, and how distinctive is the scientific mode of enquiry. It goes on to look at, in particular, the treatment of trial and error, and of evolution, in two best‐selling management books of the last 25 years, and at the relevance of this treatment to some recent discussions of economic development.
Findings
Popper's distinction between science and various types of non‐science is not as clear‐cut as is sometimes portrayed. Moreover, there are significant variants to Popper's view of scientific method. But accepting Popper's view of the centrality of trial and error for problem solving the paper finds significant echoes in some management thinking. Related questions occur, also, in some recent discussions of economic development.
Practical implications
The paper argues that trial and error is a well‐established approach in business and other managed activities, and that there is potential to learn from many examples of success and disappointment.
Originality/value
The paper questions whether some views of science, and of the demarcation between science and non‐science, are as clear‐cut as is sometimes assumed. It argues against claimed novelty in some recent discussion of evolutionary process in business and elsewhere.
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Stuart J. Kaswell and Megan C. Johnson
On December 17, 2003 the Securities and Exchange Commission (SEC) approved an overhaul of the New York Stock Exchange’s (NYSE’s) system of corporate governance. After questions…
Abstract
On December 17, 2003 the Securities and Exchange Commission (SEC) approved an overhaul of the New York Stock Exchange’s (NYSE’s) system of corporate governance. After questions arose concerning the NYSE’s ability to discharge its self‐regulatory functions following the resignation of former Chairman and CEO Richard Grasso, Interim Chairman John Reed proposed new governance architecture including a newly independent Board of Directors and a separate Board of Executives designed to represent the NYSE’s various constituencies. The new architecture reflects an effort to strike a balance between an independent board of directors and the desire for input from the industry, i.e., self‐regulation. This new structure should not be seen as the SEC’s determination of the future of self‐regulation, but simply as the most recent step in refining and improving the self‐regulatory process at the NYSE and other marketplaces as well.