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Journal articles on the topic 'Product leadership'

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Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Light, Janice. "Product Leadership." International Journal of Project Management 19, no. 7 (October 2001): 431–32. http://dx.doi.org/10.1016/s0263-7863(99)00083-6.

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2

McLoone, Hugh E. "Leadership in the Product Development Process." Ergonomics in Design: The Quarterly of Human Factors Applications 23, no. 1 (January 2015): 26–30. http://dx.doi.org/10.1177/1064804615571341.

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Creativity can be viewed as a chaotic or unplanned activity. The product design process often may seem like chaos as well, but this is not inevitable. Designers and human factors/ergonomics (HF/E) professionals follow a clear design process with phases, levels, and methods for creation of successful new products. Research methods are offered at the right time during this process to generate new concepts and to evaluate designs. We work together to create innovative, valued, and successful products via a generative, iterative, evaluative process.

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3

Srinivasan, Raji, Stefan Wuyts, and Girish Mallapragada. "Corporate Board Interlocks and New Product Introductions." Journal of Marketing 82, no. 1 (January 2018): 132–48. http://dx.doi.org/10.1509/jm.16.0120.

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Firms’ boards of directors affect many strategic outcomes. Yet the impact of boards on new products, a key organizational adaptation mechanism, has been overlooked. Addressing this gap, the authors consider the effect of the firm's board interlock centrality, the extent to which board members are connected to boards of other firms, on its new product introductions. They propose that board interlock centrality provides firms access to market intelligence, creating opportunities to introduce incremental new products. Applying the motivation-opportunity-ability theory, the authors propose that two aspects of board leadership moderate this relationship: internal (vs. external) leadership and marketing leadership. They test the hypotheses using a panel of publicly listed U.S. consumer packaged goods firms, in which most new products are incremental innovations. As hypothesized, board interlock centrality increases new product introductions. This effect is stronger when firms have high internal leadership, internal marketing leadership, and a marketing CEO; it is weaker with high intra-industry external leadership. The findings highlight the unexpected role of board interlocks on innovation outcomes and advance the literature on marketing leadership, board interlocks, and social networks.

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4

Halvorson, Cynthia K., and Libby F. Chinnes. "Collaborative Leadership in Product Evaluation." AORN Journal 85, no. 2 (February 2007): 334–52. http://dx.doi.org/10.1016/s0001-2092(07)60043-x.

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5

Henry, M., and S. Greenhalgh. "Customer experience and product leadership." Engineering Management 15, no. 6 (December 1, 2005): 44–47. http://dx.doi.org/10.1049/em:20050610.

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6

McLoone, Hugh E. "Ergonomics: Leadership during the Product Design Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 6 (September 2005): 737–41. http://dx.doi.org/10.1177/154193120504900604.

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On a relatively short 2-hour flight to attend focus groups for a new project, my thoughts and feelings flowed out of my mind through my fingertips into these series of chapters. I was traveling with colleagues — some new to the product design process — and the same issues between designers,1 ergonomists,2 and product planners3 and their integrated product design process appeared again, as they had in past projects. Based on experience of shipping many, many products, I had assembled these rules of thumb about cocreation between ergonomists, designers and project team during product design process. The continuous need to transfer knowledge is essential to timely success of a distinct, valuable, useful, desirable, and usable product. Likewise, sharing these ideas on design process would also create opportunity to prompt discussion among teams composed of ergonomists and designers about the design process, leadership, and vision. I trust the ideas presented forthcoming will spark some thinking on the readers' end as well.

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7

Gruber, Harald. "Persistence of Leadership in Product Innovation." Journal of Industrial Economics 40, no. 4 (December 1992): 359. http://dx.doi.org/10.2307/2950529.

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8

Feldman, Laurence P. "Product Leadership: Pathways to Profitable Innovation." Journal of Product Innovation Management 23, no. 1 (January 2006): 99–100. http://dx.doi.org/10.1111/j.1540-5885.2005.00184_2.x.

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9

Hassan, Masoodul, Asia Abbas, Faryal Batool, and Khalil Ahmad. "Role of Human Resource Practices and Corporate Entrepreneurship: Mediation of Transformational Leadership and Product Innovation Performance." Journal of Law & Social Studies 2, no. 1 (June 30, 2020): 01–09. http://dx.doi.org/10.52279/jlss.02.01.0109.

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Leadership is considered as an important factor that influences product innovation performance.Contemporary global economies continuously strive to foster innovation and improvisation in their production is the demand of today’s global economy that organizations continuously bring innovation and improve their products. The purpose of present research is to find out that how how transformational leadership linked to product innovation. Moreover, the study hypothesized that corporate entrepreneurship and human resource practices mediate the relationship of transformational leadership and product innovation performance. Present research is based on quantitative research design and 150 survey questionnaires were employed to collect data from Textile sector of Pakistan. To analyze data,WarPLSwas used. The findings confirmed the hypotheses that the study contributes toward the theory of leadership by uncovering the impact of human resource practices in innovation. Moreover, the findings of our study show that transformational leadership positively influence product innovation performance. It implies that managers should improve their leadership style in order to encourage employees to take part in innovative activities. Other variables such as learning orientation and supervisory commitment can be investigated in future studies .

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10

Ota, Rui, and Hiroshi Fujiu. "Price Competition and Setup Cost." Mathematics 9, no. 3 (February 1, 2021): 289. http://dx.doi.org/10.3390/math9030289.

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Few studies analyze the endogenous emergence of price competition in a new product market. This paper analyzes two differentiated products, an existing product and a newly introduced substitutable product, and investigates conditions under which a price competition endogenously emerges in a new product market in the context of a choice between engaging in price competition and holding price leadership. We demonstrate that Bertrand price competition emerges when the setup cost for the new product is high enough. This result implies that government policies reducing setup costs such as subsidies could change the type of competition to price leadership in a new product market.

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11

Anderson, Ruth A. "Products and product-line management in nursing." Nursing Administration Quarterly 10, no. 1 (1985): 65–72. http://dx.doi.org/10.1097/00006216-198510010-00007.

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12

&NA;. "Product focus." Nursing Management (Springhouse) 31, no. 4 (April 2000): 55. http://dx.doi.org/10.1097/00006247-200004000-00021.

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13

&NA;. "Product focus." Nursing Management (Springhouse) 32, no. 1 (January 2001): 52. http://dx.doi.org/10.1097/00006247-200101000-00023.

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14

&NA;. "Product focus." Nursing Management (Springhouse) 32, no. 3 (March 2001): 46. http://dx.doi.org/10.1097/00006247-200103000-00021.

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15

&NA;. "Product focus." Nursing Management (Springhouse) 32, no. 4 (April 2001): 51. http://dx.doi.org/10.1097/00006247-200104000-00022.

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16

&NA;. "Product focus." Nursing Management (Springhouse) 32, no. 10 (October 2001): 53. http://dx.doi.org/10.1097/00006247-200110000-00021.

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17

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 1 (January 2002): 53. http://dx.doi.org/10.1097/00006247-200201000-00021.

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18

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 2 (February 2002): 51. http://dx.doi.org/10.1097/00006247-200202000-00019.

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19

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 6 (June 2002): 48. http://dx.doi.org/10.1097/00006247-200206000-00025.

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20

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 7 (July 2002): 44. http://dx.doi.org/10.1097/00006247-200207000-00023.

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21

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 8 (August 2002): 44. http://dx.doi.org/10.1097/00006247-200208000-00023.

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22

&NA;. "Product focus." Nursing Management (Springhouse) 33, no. 9 (September 2002): 40. http://dx.doi.org/10.1097/00006247-200209000-00019.

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23

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 1 (January 2003): 50. http://dx.doi.org/10.1097/00006247-200301000-00019.

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24

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 2 (February 2003): 47. http://dx.doi.org/10.1097/00006247-200302000-00016.

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25

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 3 (March 2003): 52. http://dx.doi.org/10.1097/00006247-200303000-00020.

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26

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 4 (April 2003): 52. http://dx.doi.org/10.1097/00006247-200304000-00015.

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27

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 5 (May 2003): 60. http://dx.doi.org/10.1097/00006247-200305000-00015.

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28

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 6 (June 2003): 59. http://dx.doi.org/10.1097/00006247-200306000-00024.

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29

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 7 (July 2003): 60. http://dx.doi.org/10.1097/00006247-200307000-00018.

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30

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 8 (August 2003): 56. http://dx.doi.org/10.1097/00006247-200308000-00019.

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31

&NA;. "Product focus." Nursing Management (Springhouse) 34, no. 9 (September 2003): 50. http://dx.doi.org/10.1097/00006247-200309000-00017.

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32

&NA;. "Product focus." Nursing Management (Springhouse) 35, no. 2 (February 2004): 44. http://dx.doi.org/10.1097/00006247-200402000-00014.

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33

&NA;. "Product focus." Nursing Management (Springhouse) 35, no. 5 (May 2004): 51–52. http://dx.doi.org/10.1097/00006247-200405000-00016.

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34

&NA;. "Product focus." Nursing Management (Springhouse) 35, no. 7 (July 2004): 51. http://dx.doi.org/10.1097/00006247-200407000-00018.

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35

&NA;. "Product focus." Nursing Management (Springhouse) 36, no. 5 (May 2005): 54–55. http://dx.doi.org/10.1097/00006247-200505000-00015.

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36

&NA;. "Product focus." Nursing Management (Springhouse) 36, no. 6 (June 2005): 54–55. http://dx.doi.org/10.1097/00006247-200506000-00017.

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37

&NA;. "Product focus." Nursing Management (Springhouse) 36, no. 7 (July 2005): 64–65. http://dx.doi.org/10.1097/00006247-200507000-00014.

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38

&NA;. "Product focus." Nursing Management (Springhouse) 36, no. 8 (August 2005): 48–49. http://dx.doi.org/10.1097/00006247-200508000-00014.

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39

&NA;. "Product focus." Nursing Management (Springhouse) 36, no. 9 (September 2005): 71. http://dx.doi.org/10.1097/00006247-200509000-00014.

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40

&NA;. "PRODUCT SHOWCASE." Nursing Management (Springhouse) 36, no. 12 (December 2005): 53–55. http://dx.doi.org/10.1097/00006247-200512000-00013.

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41

Thompson, James. "Quality product." Nursing Management 6, no. 8 (December 1, 1999): 16–17. http://dx.doi.org/10.7748/nm.6.8.16.s14.

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42

Alwi, Anisah, Raja Munirah Raja Mustapha, Abdul Kadir Othman, Siti Asiah Md. Shahid, and Farah Syazreena Azmi. "Change-Centered, Employee-Centered and Product-Centered Leadership Behaviours and Organizational Commitment." International Journal of Social Science and Humanity 6, no. 7 (July 2016): 496–99. http://dx.doi.org/10.7763/ijssh.2016.v6.698.

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43

Lin, Chien-Wei (Wilson), Dipankar Rai, and Trang P. Tran. "CEO change and the perception of enhanced product: an implicit theory perspective." Journal of Consumer Marketing 36, no. 5 (August 12, 2019): 677–91. http://dx.doi.org/10.1108/jcm-10-2017-2384.

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Purpose This paper aims to investigate the influence of implicit self-theories and the change in CEO of a firm after product failure on consumers’ preference of the enhanced product. Design/methodology/approach Three experiments were conducted involving product failure and CEO change scenarios. Findings Studies demonstrate that incremental theorists prefer the enhanced product after the CEO change (vs no change), whereas entity theorists do not prefer the enhanced product after the CEO change. This effect is mediated by consumers’ perception of the likelihood of success of the firm after the CEO change. Furthermore, entity theorists prefer the enhanced product only when the CEO change is external (vs internal). Research limitations/implications Future research could investigate if the impact of CEO change on product perception depends on the severity of the situation, and identify boundary conditions under which the CEO change is not beneficial. Practical implications The results suggest that organizations can take advantage of the leadership change by introducing new products strategically around the period of leadership change. Marketers can induce incremental mindset in their advertisement material during the period of leadership change to ensure that all consumers have a positive perception of the enhanced products. Originality/value This is the first research to investigate how consumers respond to leadership changes made by organizations. The findings show that different signals (internal vs external CEO change) can generate different reactions across different receivers (incremental vs entity theorists).

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44

Sorenson, Timothy L. "Product improvement and leadership in differentiated markets." Review of Industrial Organization 10, no. 3 (June 1995): 373–88. http://dx.doi.org/10.1007/bf01027081.

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45

Hirata, Daisuke, and Toshihiro Matsumura. "Price leadership in a homogeneous product market." Journal of Economics 104, no. 3 (May 12, 2011): 199–217. http://dx.doi.org/10.1007/s00712-011-0212-1.

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46

Santini, Erica, and Marco Bellandi. "Place leadership in emerging product-service systems." International Journal of Business Environment 11, no. 3 (2020): 321. http://dx.doi.org/10.1504/ijbe.2020.10032981.

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47

Bellandi, Marco, and Erica Santini. "Place leadership in emerging product-service systems." International Journal of Business Environment 11, no. 3 (2020): 321. http://dx.doi.org/10.1504/ijbe.2020.110902.

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48

Barczak, Gloria, and David Wilemon. "Leadership Differences in New Product Development Teams." Journal of Product Innovation Management 6, no. 4 (December 1989): 259–67. http://dx.doi.org/10.1111/1540-5885.640259.

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49

McLoone, Hugh. "Leadership During the Product Development Process: Communication." Ergonomics in Design: The Quarterly of Human Factors Applications 16, no. 1 (January 2008): 4–30. http://dx.doi.org/10.1518/106480408x285617.

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50

Plonien, Cynthia, and Lori Donovan. "OR Leadership: Product Evaluation and Cost Containment." AORN Journal 102, no. 4 (October 2015): 425–33. http://dx.doi.org/10.1016/j.aorn.2015.07.007.

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