Antecedents of Project Learning and Time-to-Market During New Mobile Service Development

Mobile service innovations are crucial for the long‐term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time‐to‐market during new mobile service development. An extensive case study research involving four innovation projects was performed in a leading Dutch telecommunications company. With respect to project learning, our research findings indicate the crucial influence of a flexible decision architecture, project team memory, a high information awareness and a good fit between information requirements and capabilities. Both innovative and coordinative communication are required throughout the service innovation process. With regard to time‐to‐market, our research results point to the essential impact of project complexity, top management support, information power of suppliers and technological synergy. Finally, a medium level of project learning is the ideal condition for a fast time‐to‐market during mobile service innovation.

[1]  A. Lievens,et al.  Learning during the new financial service innovation process: Antecedents and performance effects , 2004 .

[2]  Stuart J. Barnes,et al.  The mobile commerce value chain: analysis and future developments , 2002, Int. J. Inf. Manag..

[3]  Ravi Kalakota,et al.  M-Business: The Race to Mobility , 2001 .

[4]  Douglas C. Pitt,et al.  Restructuring in European telecommunications: modelling the evolving market , 2001 .

[5]  Patrick Barwise,et al.  TV, PC, or Mobile? Future Media for Consumer e‐Commerce , 2001 .

[6]  Russell L. Purvis,et al.  The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation , 2001 .

[7]  Marco Iansiti,et al.  Special Issue on Design and Development: Developing Products on "Internet Time": The Anatomy of a Flexible Development Process , 2001, Manag. Sci..

[8]  L. Sproull,et al.  Coordinating Expertise in Software Development Teams , 2000 .

[9]  Anthony Di Benedetto,et al.  Pioneering Advantage in New Service Development: A Multi-Country Study of Managerial Perceptions , 2000 .

[10]  J. D. Sherman,et al.  Differential effects of the primary forms of cross functional integration on product development cycle time , 2000 .

[11]  Nick Barnett,et al.  M-Commerce: An Operator's Manual , 2000 .

[12]  H. Mendelson.  Organizational Architecture and Success in the Information Technology Industry , 2000 .

[13]  Conor F. Kehoe.  M-Commerce: Advantage, Europe , 2000 .

[14]  J. Slocum,et al.  Designing organizations for competitive advantage: The power of unlearning and learning , 1999 .

[15]  Ko de Ruyter,et al.  Learning during New Banking Service Development , 1999 .

[16]  P. Evans,et al.  Getting real about virtual commerce. , 1999, Harvard business review.

[17]  Terry Williams,et al.  The Need for New Paradigms for Complex Projects , 1999 .

[18]  Mark Vandenbosch,et al.  Project Complexity and Efforts to Reduce Product Development Cycle Time , 1999 .

[19]  A. Edmondson.  Psychological Safety and Learning Behavior in Work Teams , 1999 .

[20]  A. Chakrabarti,et al.  Speeding Up the Pace of New Product Development , 1999 .

[21]  R. Moenaert,et al.  Linking communication to innovation success in the financial services industry: a case study analysis , 1999 .

[22]  Ravindran R. Pillai,et al.  Information Age organizations, dynamics and performance , 1999 .

[23]  Kate D. Abel,et al.  Practices that Support Team Learning and Their Impact on Speed to Market and New Product Success , 1999 .

[24]  V. Mahajan,et al.  Managing New Product Definition in Highly Dynamic Environments , 1998 .

[25]  R. Grover,et al.  From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management , 1998 .

[26]  Christine Moorman,et al.  The Convergence of Planning and Execution: Improvisation in New Product Development , 1998 .

[27]  Don Tapscott,et al.  Blueprint to the Digital Economy: Creating Wealth in the Era of E-Business , 1998 .

[28]  B. Bayus.  Speed‐to‐Market and New Product Performance Trade‐offs , 1997 .

[29]  B. Bayus.  The innovation war: by Christoph-Friedrich von Braun. Upper Saddle River, NJ Prentice Hall PTR, 1997. 304 pages. $24.95 , 1997 .

[30]  P. Evans,et al.  Strategy and the new economics of information. , 1997, Harvard business review.

[31]  M. Iansiti,et al.  Developing products on Internet time. , 1997, Harvard business review.

[32]  James M. Sinkula,et al.  A framework for market-based organizational learning: Linking values, knowledge, and behavior , 1997 .

[33]  Ambar G. Rao,et al.  Too Little, Too Early: Introduction Timing and New Product Performance in the Personal Digital Assistant Industry , 1997 .

[34]  D. Larcker,et al.  Product Development Cycle Time and Organizational Performance , 1997 .

[35]  A. Griffin.  The Effect of Project and Process Characteristics on Product Development Cycle Time , 1997 .

[36]  Anne S. Miner,et al.  The Impact of Organizational Memory on New Product Performance and Creativity , 1997 .

[37]  Barbara A. Ribbens.  ORGANIZATIONAL LEARNING STYLES: CATEGORIZING STRATEGIC PREDISPOSITIONS FROM LEARNING , 1997 .

[38]  A. Chakrabarti,et al.  Innovation Speed: A Conceptual Model of Context, Antecedents, and Outcomes , 1996 .

[39]  David Baccarini,et al.  The concept of project complexity—a review , 1996 .

[40]  Mary L. Tucker,et al.  Organizational Communication: Development of Internal Strategic Competitive Advantage , 1996 .

[41]  E. Hultink,et al.  Measuring new product success: The difference that time perspective makes , 1995 .

[42]  C. Moorman.  Organizational Market Information Processes: Cultural Antecedents and New Product Outcomes , 1995 .

[43]  John C. Narver,et al.  Market Orientation and the Learning Organization , 1995 .

[44]  K. Eisenhardt,et al.  Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry , 1995 .

[45]  E. Nevis,et al.  Understanding Organizations as Learning Systems , 1995 .

[46]  B. J. Zirger,et al.  A conceptual model of product development cycle time , 1994 .

[47]  W. T. Robinson,et al.  Note: The Impact of Leadtime and Years of Competitive Rivalry on Pioneer Market Share Advantages , 1994 .

[48]  S. Drew.  Business Re-Engineering in Financial Services: Strategies for Redesigning Processes and Developing New Products , 1994 .

[49]  Blake Ives,et al.  The Global Network Organization of the Future: Information Management Opportunities and Challenges , 1994, J. Manag. Inf. Syst..

[50]  James M. Sinkula.  Market Information Processing and Organizational Learning , 1994 .

[51]  T. Davenport.  Saving IT's Soul: Human-Centered Information Management. , 1994 .

[52]  Christopher Meyer,et al.  Sex Steps To Becoming a Fast-Cycle-Time Competitor , 1993 .

[53]  D. Garvin.  Building a learning organization. , 1993, Harvard business review.

[54]  N. Karagozoglu,et al.  Time‐Based Management of the New Product Development Process , 1993 .

[55]  Gustavo Stubrich.  The Fifth Discipline: The Art and Practice of the Learning Organization , 1993 .

[56]  Ulrike de Brentani.  The New Product Process in Financial Services: Strategy for Success , 1993 .

[57]  B. Kogut,et al.  Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology , 1992 .

[58]  William E. Souder,et al.  INTEGRATING MARKETING AND R&D PROJECT PERSONNEL WITHIN INNOVATION PROJECTS: AN INFORMATION UNCERTAINTY MODEL* , 1992 .

[59]  Ursula Weisenfeld,et al.  Making Trade‐Offs in the New Product Development Process: A German/US Comparison , 1992 .

[60]  D. Wilemon,et al.  A Survey of Major Approaches for Accelerating New Product Development , 1992 .

[61]  G. Huber.  Organizational Learning: The Contributing Processes and the Literatures , 1991 .

[62]  Daniel A. Levinthal,et al.  ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION , 1990 .

[63]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[64]  Identifying and Closing the Gap in the Middle of Organizations , 1989 .

[65]  Winning at New Products, by R. G. Cooper1 , 1986 .

[66]  Richard L. Daft,et al.  Organizational information requirements, media richness and structural design , 1986 .

[67]  R. Cooper,et al.  0 0 0 0 An Investigation into the New Product Process : Steps , Deficiencies , and Impact , 1986 .

[68]  R. Yin.  Case Study Research: Design and Methods , 1984 .

[69]  R. Daft,et al.  Toward a Model of Organizations as Interpretation Systems , 1984 .

[70]  J. P. Peter.  Construct Validity: A Review of Basic Issues and Marketing Practices , 1981 .

[71]  M. Tushman.  Work Characteristics and Subunit Communication Structure: A Contingency Analysis. , 1979 .

[72]  Robert G. Cooper,et al.  The Dimensions of Industrial New Product Success and Failure , 1979 .

[73]  H. Simon.  Rational Decision Making in Business Organizations , 1978 .

[74]  Howard H. Greenbaum.  The Audit of Organizational Communication. , 1974 .

[75]  P. Lawrence,et al.  Organization and environment , 1967 .