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20221020100501.0 |
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|a0230584276 (electronic bk.)
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|a9780230584273 (electronic bk.)
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7
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|a10.1057/9780230584273|2doi
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|aUKPGM|beng|cUKPGM|dN|dEBLCP|dYDXCP|dNOU
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|aAPTA
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4
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|aHF5415.153|b.A24 2009eb
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04
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|a658.5750951249|222
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100 |
1
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|aAbdel-Kader, Magdy G.
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10
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|aPerformance measurement of new product development teams|h[electronic resource] :|ba case of the high-tech sector /|cMagdy G. Abdel-Kader and Erin Yu-Ching Lin.
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260 |
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|aBasingstoke [England] ;|aNew York :|bPalgrave Macmillan,|c2009.
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300 |
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|a1 online resource (xvii, 267 p.) :|bill.
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500 |
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|aDescription based on print version record.
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504 |
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|aIncludes bibliographical references (p. 236-247) and indexes.
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0
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|aNew product development success factors -- The organisational architecture -- Conceptual framework -- Research methodology and methods -- Case study and interpretation -- Cross case-studies analysis -- Discussion.
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520 |
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|aDevelopment of new products, especially in high-technology sectors, is a high-risk task. Thus, understanding the factors that contribute tonew product success or failure is vital to gain insights that should help in the planning of new product projects. This book investigates theprocess of new product development and the role of project team performance measurement system in the success/failure of new products. Positivistic agency theory and stewardship theory are used in this study to explain the control systems that diminish the agency problem. Social identity theory and self-categorisation theory are also used to clarify the cognitive, evaluative and emotional processes that motivate individuals to unite cohesive teams and augment their abilities. A theoretical framework has beendeveloped, which takes into account the interaction of incentive and team effort, team effort and team effectiveness, team effectiveness and team performance and team performance and new product success/failure. This framework has been empirically tested in four Taiwanese multinational computer companies. Key findings show that an openand non-discriminatory performance measurement system is the dominant incentive that motivates and influences performance of members of teamsand in turn affects new product success/failure in the four cases.
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650 |
0
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|aEmployees|xRating of|zTaiwan|vCase studies.
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650 |
0
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|aNew products|zTaiwan|vCase studies.
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655 |
7
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|aElectronic books.|2local
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700 |
1
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|aLin, Erin Yu-Ching.
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776 |
08
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|iPrint version:|aAbdel-Kader, Magdy G.|tPerformance measurement of new product development teams.|dBasingstoke [England] ; New York : Palgrave Macmillan, 2009|z9780230573840|w(OCoLC)245560060
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809 |
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|pEB|dHF5415.153|eA135|y2009
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856 |
40
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|3Palgrave Connect|uhttp://www.palgraveconnect.com/doifinder/10.1057/9780230584273|zaccess to fulltext (Palgrave)
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