浅析汽车行业NPD过程中项目经理应具备的技能

项目经理是整个项目团队的领导者和管理者,是项目成败的关键因素。因此,只有具备相当技能的人才能够做一个优秀的项目经理。汽车新产品开发具有其自身的特点,在汽车行业新产品开发中做一个合格的项目经理,除了具备一般项目经理必备的素质外,更需要独特的技能。     

关于Riemann可积性的注记

本文用测度论讨论了一元非连续函数的可积性,给出了一元非连续函数Riemann可积的充分条件.     

Analytical Valuation of American Options on Jump-Diffusion Processes

We derive analytic formulas for the value of American options when the underlying asset follows a jump-diffusion process and pays continuous dividends. They early exercise premium has a form very different form from that for diffusion processes, and this can be attributed to the discontinuous nature of the price paths. Analytical formulas are derived for several distributions of the jump amplitude.     

A knowledge sharing framework for black,grey and white box supplier configurations in new product development

Managing supplier collaboration is increasingly cited as a key success factor in new product development (NPD) performance. Knowledge sharing between customer and supplier is a critical issue to manage collaboration but one which has only been partially investigated in the inter-organisational NPD context. This means that the specific characteristics of knowledge sharing according to the three classical supplier involvement configurations (black box: design is supplier driver, grey box: joint design and white box: design is customer driven) are still largely unknown. This research proposes to fill this gap by presenting a conceptual framework for knowledge sharing according to the supplier involvement configuration. Knowledge sharing integrates knowledge transfer, translation and transformation. A qualitative methodology based on cross-case comparisons of six projects in two companies is used. This research shows that the dynamics of knowledge sharing depend on each configuration. Thus, for black box projects, knowledge translation is a prerequisite for knowledge transfer. For grey box projects, knowledge transfer and translation are initiated simultaneously in a continuous loop. For white box projects, knowledge transfer is the key activity and potentially generates knowledge translation. The results suggest that managers should pay attention to translation activities which are critical for the success of co-development projects.     

新产品开发成功因素的文献综述与研究展望

新产品开发是现代企业经营的重要环节,而影响新产品开发成功的因素有很多。首先讨论了新产品开发成功因素的研究角度;然后从个性因素、组织因素、环境因素三大方面对新产品开发成功因素进行了文献回顾;在此基础上提出了未来的研究方向:团队领导的个性对NPD绩效的影响、集成客户的跨组织边界的整合是否以及如何对NPD绩效进行影响、NPD成功的文化因子具体有哪些等。     

大型高新技术企业NPD创意筛选模型研究

创意筛选对于大型高新技术企业新产品开发具有重要意义。在梳理相关文献的基础上,提出大型高新技术企业新产品开发创意筛选的概念模型,并针对创意筛选实践中的关键问题,运用BFPRT算法进行处理,构建了大型高新技术企业创意筛选实施过程,具有一定的理论与实践借鉴意义。     

市场主导型断裂结构中城乡互动

进入20世纪90年代中期以来,中国社会加速转型,中国经济与社会发展出现严重不平衡,在这种背景下,学界对城乡结构的认识也表现出多样性,笔者基于现阶段的社会状况,综合学界的相关观点,认为现阶段城乡结构是一种市场主导型断裂结构.在这种结构中的城乡互动陷入断裂的困境,同时对断裂困境的主要表征进行了描述和概括,并对走出城乡互动困境的途径作了一定探索.     

Customer-led and market-oriented: let's not confuse the two

Christensen and Bower (1996) report the results of a study of how customer power contributes to the failure of leading firms during a period of industry discontinuity. They conclude that developing a customer orientation appears not to be wise advice under these conditions. However, this conclusion is contradicted by long-standing theory and recent research in marketing. In this commentary we distinguish between two forms of ‘customer orientation’ that are frequently confused. The first, a customer-led philosophy, is primarily concerned with satisfying customers' expressed needs, and is typically short term in focus and reactive in nature. The second, a market-oriented philosophy, goes beyond satisfying expressed needs to understanding and satisfying customers' latent needs and, thus, is longer term in focus and proactive in nature. Based on theory and substantial evidence, the advice to become market-oriented appears sound regardless of the market conditions a business faces. © 1998 John Wiley & Sons, Ltd.     

Overcoming equivocality on projects in the fuzzy front end: Bringing social networks back in

The management of the fuzzy front end (FFE) phase of innovation is crucial to the ultimate success of new product and process initiatives. A critical challenge that teams face at this stage is dealing with equivocality – the extent to which project participants grapple with multiple, and plausibly conflicting, meanings and interpretations of the information available to them (Daft and Lengel, 1986; Weick, 1979). While initially, a certain level of equivocality is beneficial for enhancing teams’ creativity and preventing early closure, at some point it must be resolved in order for an idea to become a viable New Product Development (NPD) project. This study employs a social networks perspective to understand how different types of informal work-based relations and their structural properties affect equivocality on project teams in the FFE. In particular, it examines the structural effects of two types of social relations and their associated networks—those of technical-advice and friendship ties. The findings suggest that while high density in projects’ technical-advice network is likely to reduce equivocality, high density in projects’ friendship network is likely to increase it. More interestingly, having multiple members on projects who are highly central in the lab's technical-advice network tends to increase equivocality unless it is balanced with members who occupy positions of high centrality in the lab's friendship network. In addition to contributing to the scholarship on NPD, FFE, and social networks, the results offer managerial insights for deploying social networks in order to assemble NPD teams and structure the flows of communication on projects so as to resolve equivocality in the FFE.     

Some immediate - but negative - effects of openness on product development performance

This paper charts an unnoticed theme in the current debate on open innovation, namely the foundational question whether increasing openness is beneficial? The paper approaches this question by conceptualising the degree of ‘openness’ and analyses the importance of increasing degrees of openness for NPD performance. Inter-organizational relationships in New Product Development lay the foundation for operationalising openness because these represent important sources of ideas and knowledge in purposive inbound open innovation. This exploratory paper finds that on immediate NPD performance measures the single firm strategy is performing better than the collaborative strategy. However, we also find that the use of internal and external relationships is highly correlated and that these interact with each other. Finally, with increasing degrees of openness the product development projects are slower than the norm in the industry, slower than what is usual for the firm’s projects and had higher cost than the norm in the industry and the firm’s usual projects. These results offer a more critical perspective on openness and NPD performance than the literature on the open innovation paradigm suggests. The paper discusses these results and offers some challenges for management and research of open innovation.