00619nas a2200169   4500008004100000245013400041210006900175260000900244300001200253490001000265653003200275100001600307700002000323700002000343700001500363856007100378       2015                        eng d00aThe Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence0 aRelationship between Team Autonomy and New Product Development P  c2015  a83–960 v33-3410aStrategy & Entrepreneurship1 aChen, Jiyao1 aNeubaum, Donald1 aReilly, Richard1 aLynn, Gary  uhttp://www.sciencedirect.com/science/article/pii/S027269631400069202098nas a2200169   4500008004100000245006100041210005900102260000900161300001400170490000700184520151600191653003201707100001601739700002001755700001501775856013801790       2012                        eng d00aNew Product Development Speed: Too Much of a Good Thing?0 aNew Product Development Speed Too Much of a Good Thing  c2012  a288–3030 v293 aNew product development speed has become increasingly important for managing innovation in fast-changing business environments. While the existing literature has not produced consistent results regarding the relationship between speed and success for NPD projects, many scholars and practitioners assert that increasing NPD speed is virtually always important to NPD success. The purpose of this study is to examine the implicit assumption that faster is better as it relates to NPS. From the perspectives of time compression diseconomies and absorptive capacity, the authors question the assumption that speed has a linear relationship with success. The authors further argue that time compression diseconomies depend on levels of uncertainty involved in NPD projects. Using survey data of 471 NPD projects, the hypotheses were tested by hierarchical regression analysis and subgroup polynomial regression. The results of this study indicate that NPD speed has a curvilinear relationship with new product success, and the nature of the speed-success relationship varies, depending on type and level of uncertainty. When turbulence or technological newness is high, the relationship is curvilinear but when uncertainties are low, the relationship is linear. In contrast, the results of this study suggest that a curvilinear relationship under conditions of low market newness but not when market newness is high. Discussion focuses on the implications of NPD speed under the different conditions of uncertainty.10aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  uhttp://onlinelibrary.wiley.com/doi/10.1111/j.1540-5885.2011.00896.x/abstract?userIsAuthenticated=false&deniedAccessCustomisedMessage=01843nas a2200169   4500008004100000245008000041210006900121260000900190300001000199490000700209520128700216653003201503100001601535700002401551700002001575856007801595       2010                        eng d00aUnderstanding Antecedents of New Product Development Speed: A Meta-Analysis0 aUnderstanding Antecedents of New Product Development Speed A Met  c2010  a17-330 v283 aNew product development speed is a key component of time-based strategy, which has becoming increasingly important for managing innovation in a fast-changing business environment. This meta-analytic review assesses the generalizability of the relationships between NPD speed and 17 of its antecedents to provide a better understanding of the salient and cross-situationally consistent factors that affect NPD speed. We grouped the antecedents into four categories of strategy, project, process, and team, and found that process and team characteristics are more generalizable and cross-situationally consistent determinants of NPD speed than strategy and project characteristics. We also conducted subgroup analyses and found that research method variables, such as level of analysis, source of data, and measurement of speed, moderate the relationships between NPD speed and its antecedents. We apply the study’s findings to assess several models of NPD speed, such as the balanced model of product development, the strategic orientation and organizational capability model, the compression vs. the experiential model, the centrifugal and centripetal model, and the product development cycle time model. We also discuss the implications of our findings for research and practice.10aStrategy & Entrepreneurship1 aChen, Jiyao1 aDamanpour, Fariborz1 aReilly, Richard  uhttp://www.sciencedirect.com/science/article/pii/S0272696309000436#secx2200610nas a2200133   4500008004100000245011200041210006900153260004200222653003200264100001500296700001600311700002000327856012900347       2005                        eng d00aThe Critical Factors for Improving Company's Abilities to Develop New Products Faster and More Successfully0 aCritical Factors for Improving Companys Abilities to Develop New  aSt. John's Newfoundland, Canadac200510aStrategy & Entrepreneurship1 aLynn, Gary1 aChen, Jiyao1 aReilly, Richard  u/biblio/critical-factors-improving-companys-abilities-develop-new-products-faster-and-more-000541nas a2200157   4500008004100000245006800041210006400109260000900173300001200182490000600194653003200200100001600232700002000248700001500268856010000283       2005                        eng d00aThe Role of Uncertainty in Team Empowerment and NPD Performance0 aRole of Uncertainty in Team Empowerment and NPD Performance  c2005  a591-5990 v310aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/role-uncertainty-team-empowerment-and-npd-performance-000495nas a2200133   4500008004100000245005800041210005600099260002400155653003200179100001600211700002000227700001500247856009900262       2005                        eng d00aUncertainty, Team Empowerment and Time-Based Strategy0 aUncertainty Team Empowerment and TimeBased Strategy  aSan Diego, CAc200510aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/uncertainty-team-empowerment-and-time-based-strategy-000498nas a2200133   4500008004100000245006500041210006100106260002200167653003200189100001600221700002000237700001500257856009200272       2004                        eng d00aSpeed-to-Market and Success in NPD:  The Role of Uncertainty0 aSpeedtoMarket and Success in NPD The Role of Uncertainty  aChicago, ILc200410aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/speed-market-and-success-npd-role-uncertainty-0