Please use this identifier to cite or link to this item:
https://repository.iimb.ac.in/handle/123456789/10373
DC Field | Value | Language |
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dc.contributor.advisor | Venkatesh, G | |
dc.contributor.author | Pulavarthi, Mohana Rao J. | |
dc.date.accessioned | 2017-09-27T06:46:59Z | |
dc.date.accessioned | 2019-03-18T10:21:01Z | - |
dc.date.available | 2017-09-27T06:46:59Z | |
dc.date.available | 2019-03-18T10:21:01Z | - |
dc.date.issued | 2006 | |
dc.identifier.uri | http://repository.iimb.ac.in/handle/123456789/10373 | |
dc.description.abstract | We are living an era of rapid change. New emerging technologies, shortening product life cycles, more demanding customers, and increasing global competition are order of the day. These force companies to be more innovative in order to maintain their competitive advantage and to provide prosperity to their owners. In order to successfully cope with increased market dynamic and pace of change companies need to develop effective and efficient innovation processes that ensure continuous stream of new products. According to recent studies, the front-end (FE) phase of the innovation process represents the most critical and challenging phase of the whole innovation process, and simultaneously the greatest opportunity to improve organizations' overall innovation capability. Activities in the fronted phase are more ambiguous and uncertain compared to other phases. This paper aims at understanding "How have companies organized the front-end phase of innovation process?" Organizing in this context means a model and sequence of different activities. The article reviews current FE processes and practices, analyzes findings against theoretical frameworks, and provides explanations for the current situation. In the global world one company cannot innovate everything from a single location and/or also on its own. Companies have to actively involve others to reduce risk, costs and to tap the knowledge available in the market. Involving others innovation and front end process is complex process because a) uncertainty of the process b) distance from the markets. In this context this study addresses the question "Which activities of front end can be done from a distant location?" The opportunities for performing activities from distant location are identified based on the tasks identified above. Multiple case study methodology is used and cases are selected from companies at different levels of growth phase. The data is collected from semi structured interview of responsible persons leading front end activities in these companies. | |
dc.language.iso | en_US | |
dc.publisher | Indian Institute of Management Bangalore | |
dc.relation.ispartofseries | PGSM-PR-P6-31 | - |
dc.subject | Production management | |
dc.title | Fuzzy front end: an empirical study; production introduction process | |
dc.type | Project Report-PGSM | |
dc.pages | 41p. | |
Appears in Collections: | 2006 |
Files in This Item:
File | Size | Format | |
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PR_PGSM_P6_31.pdf | 1.29 MB | Adobe PDF | View/Open Request a copy |
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