文档介绍：IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 52, NO. 2, MAY 2005 199
The Impacts of Speed-to-Market on New Product
ess: The Moderating Effects of Uncertainty
Jiyao Chen, Richard R. Reilly, and Gary S. Lynn
Abstract—Time-based strategy is ing an important with project ess [8], [10], [23], [33], [59], [62], [86], while
weapon to petitive advantage in the current environ- some studies found no overall relationship [16], [27], [35],
ment of fast-changing technology and customer requirements. [40]. Uncertainty moderated the relationship between speed
Speed-to-market has e the mantra of both researchers
and practitioners in new product development (NPD), but there and ess in two studies [48], [67], and the level of hostility
are limited and conflicting findings on the relationship between in environmental conditions moderated the speed-ess
speed-to-market and product ess. A more important question relationship in another study [11].
is whether faster is always better. In a study of 692 NPD projects, The empirical research supports the view of Cooper and
we examined the relationship between speed-to-market and new Kleinschmidt [20] who noted that “speed is king with some
product ess (NPS) under different conditions of uncertainty.
Our results indicate that speed-to-market is generally positively caveats,” suggesting that speed is not desirable under all condi-
associated with overall NPS, but market uncertainty moderates tions. With respect to our question, “Is faster always better?,”
the direct effect. Speed-to-market is less important to NPS under we hypothesize a contingency view; namely, that uncertainty
conditions of low market uncertainty. Our results also suggest moderates the relationship between speed-to-market and NPS.
that technological uncertainty does not affect the speed-ess
relationship. The implication is that it is more important to execute
a time-based strategy in an unfamiliar, emerging, or fast-changing II. LITERATURE REVIEW