Synopses & Reviews
Synopsis
Using the example of four Taiwanese brand-name multinational companies, this study seeks to unpack the relationship between project team performance measurement systems and new product success/failure. It examines the use of performance measurement results and the resulting impact on team-member behaviour and functional departments.
Synopsis
Preface Introduction New Product Development Success Factors The Organisational Architecture Conceptual Framework Research Methodology and Methods Case Study and Interpretation Cross Case-Studies Analysis Discussion Conclusions Bibliography