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importance of these best practices varies in its strength. Some best practices have been identified as being 'best' via rigorous empirical studies, while others have been identified in case studies and single-company descriptions; and some have simply been declared 'best' by experts in a prescriptive manner. Brown and Eisenhardt (1995) summarized the vast NPD best practices literature and found that here is strong evidence that senior management support and control, internal and external team communication, and team composition have positive effects on NPD process performance. Second, there is weak evidence that supplier involvement and concurrency of activities have positive effects on NPD process performance. Finally, there is weak evidence that NPD process performance, product fit (with market and firm competencies), and market condition (large and growing) have positive effects on firm financial performance.

Previous Best Practice Studies

Here is a summary of findings from some of the more recent NPD best practices studies:

Eisenhardt and Tabrizi (1995) found in a study of the computer industry that firms using an 'experiential strategy of multiple design iterations, extensive testing, frequent project milestones, a powerful project leader, and a multifunctional team' (p. 84) accelerated development; while firms using 'the compression strategy of supplier involvement, use of computer-aided design, and overlapping development steps describes fast pace only formative industry segments'.

Calantone, Vickery, and Droge (1995) found in looking within a single industry (office and residential furniture) that customization, new product introduction, design innovation, product development cycle time, product technological innovation, product improvement, new product development, and original product development had positive impact on firm ROI, market share, and return on sales.

Ettlie (1995) found those firms integrating product and process design via engineering job rotation and mobility have higher sales per employee.

Nobeoka and Cusumano (1995) found in a study of the automotive industry that knowledge transfer between projects was best performed through 'rapid design transfer', whereby 'a new project begins to transfer a core design from a base project before the base project has completed its design engineering'.

Hauptman and Hirji (1996) found in a global study that cross-functional cooperation, in the way of two-way communication, overlapping problem solving, decision-making readiness, and readiness to share ambiguous information had a positive impact on project success.

Zirger and Hartley (1996) found that 'fast developers had teams that were cross functional, dedicated, included fast time to market as a development goal, and overlapped development activities more than slow developers'
Song, Souder, and Dyer (1997) found that marketing proficiency, product quality, process skills, project management skills, and alignment of skills and needs had a positive effect on product performance.

Ettlie (1997) found that 'new product success was significantly associated with market need understanding which incorporates information… from integrated design into new product development'.

Griffin (1997) found that cross-functional team本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。