Publication of Wilemon, David
ABOUT THE AUTHOR
David Wilemon is a professor in school of management, Syracuse University. His research interests includes product management and R & D management.
PUBLICATION RECORD
Articles:
Agarwal, Tanniru and Wilemon (1997), “Assimilating information technology innovations: strategies and moderating influences”, IEEE Transactions on Engineering Management, 44 (4), 347-58.
Athaide, Meyers and Wilemon (1996), “Seller-buyer interactions during the commercialization of technological process innovations”, Journal of Product Innovation Management, 13 (5), 406-21.
Baker and Wilemon (1977), “Managing complex programs: a review of major research findings”, R & D Management, 8 (1), 23-8.
Barczak, Smith and Wilemon (1987), “Managing large-scale organizational change”, Organizational Dynamics, 16 (2), 22-35.
Barczak and Wilemon (1989), “Leadership differences in new product development teams”, Journal of Product Innovation Management, 6 (4), 259-67.
Barczak and Wilemon (1991), “Communications patterns of new product development team leaders”, IEEE Transactions on Engineering Management, 38 (2), 101-9.
Barczak and Wilemon (1992), “Successful new product team leaders”, Industrial Marketing Management, 21 (1), 61-68.
Elmes and Wilemon (1988), “Organizational Culture and Project Leader Effectiveness”, Project Management Journal, 19 (4), 54-63.
Elmes and Wilemon (1991), “A field study of intergroup integration in technology-based organizations”, Journal of Engineering and Technology Management, 7 (3/4), 229-50.
Germmill and Wilemon (1972), “The product manager as an influence agent”, Journal of Marketing, 36 (1), 26-30.
Germill and Wilemon (1994), “The hidden side of leadership in technical team management”, Research Technology Management, 37 (6), 25-32.
Gupta, Raj and Wilemon (1984), “Communication Gap Threatens Success in Introducing High Technology Products”, Marketing News, 18 (18), 16.
Gupta, Raj and Wilemon (1985), “R & D and Marketing Dialogue in high-tech firms”, Industrial Marketing Management, 14 (4), 289-300.
Gupta, Raj and Wilemon (1985), “The R&D - Marketing interface in high-technology firms”, Journal of Innovation Management, 2 (1), 12-24.
Gupta, Raj and Wilemon (1986), “A model for studying R&D - marketing interface in the product innovation process”, Journal of Marketing, 50 (2), 7-17.
Gupta, Raj and Wilemon (1986), “R&D and marketing managers in high-tech companies: are they different?”, IEEE Transactions on Engineering Management, 33 (1), 25-32.
Gupta, Raj and Wilemon (1987), “Managing the R&D - marketing interface”, Research Management, 30 (2), 38-43.
Gupta and Wilemon (1988), “The credibility cooperation connection at the R&D-Marketing interface”, Journal of Product Innovation Management, 5 (1), 20-31.
Gupta and Wilemon (1988), “Why R&D resists using marketing information”, Research Technology Management, 31 (6), 36-41.
Gupta and Wilemon (1990), “Accelerating the development of technology-based new products”, California Management Review, 32 (2), 24-44.
Gupta and Wilemon (1990), “Improving R&D/Marketing relations: R&D’s Perspective”, R & D Management, 20 (4), 277-90.
Gupta and Wilemon (1996), “Changing patterns in industrial R&D management”, Journal of Product Innovation Management, 13 (6), 497-511.
Lysonski, Singer and Wilemon (1989), “Coping with environmental uncertainty and boundary spanning in the product manager’s role”, Journal of Consumer Marketing, 6 (2), 33-44.
Mazumdar, Sivakumar and Wilemon (1996), “Launching new products with cannibalization potential: an optimal timing framework”, Journal of Marketing Theory and Practice, 4 (4), 83-93.
Meyers and Wilemon (1989), “Learning in new technology development teams”, Journal of Product Innovation Management, 6 (2), 79-88.
Millson, Raj and Wilemon (1992), “A survey of major approaches for accelerating new product development”, Journal of Product Innovation Management, 9 (1), 53-69.
Millson, Raj and Wilemon (1996), “Strategic partnering for developing new products”, Research Technology Management, 39 (3), 41-9.
Mower and Wilemon (1989), “Rewarding technical teamwork”, Research Technology Management, 32 (5), 24-9.
Sashittal and Wilemon (1994), “Integrating technology and marketing: implications for improving customer responsiveness”, International Journal of Technology Management, 9 (5/6/7), 691-708.
Sashittal and Wilemon (1996), “Central issues in implementing market plans in industrial organizations”, Industrial Management, 38 (2), 10-15.
Sashittal and Wilemon (1996), “Marketing implementation in small and midsized industrial firms: an exploratory study”, Industrial Marketing Management, 25 (1), 67-78.
Sonneborn and Wilemon (1991), “R&D’s Contributions to strategic decision making: rationale, content, and process”, Technovation, 11 (5), 267-80.
Thamhain and Wilemon (1977), “Leadership, conflict, and program management effectiveness”, Slogan Management Review, 19 (1), 69-89.
Thamhain and Wilemon (1977), “Leadership effectiveness in program management”, IEEE-transactions on engineering management, 24 (3), 102-8.
Thamhain and Wilemon (1986), “Criteria for controlling projects according to plan”, Project Management Journal, 17 (2), 75-81.
Thamhain and Wilemon (1987), “Building High Performing Engineering Project Teams”, IEEE-Transactions on Engineering Management, 34 (3), 130-37.
Venkatesh and Wilemon (1976), “Interpersonal influence in product management”, Journal of Marketing, 40 (4), 33-40.
Venkatesh and Wilemon (1980), “American and European Product Managers: a comparison”, Columbia Journal of World Business, 15 (3), 67-74.
Wilemon (1976), “Developing a product management system”, Magazine of Bank Administration, 52 (5), 49-53.
Wilemon and Gemmill (1973), “The venture manager as a corporate innovator”, California Management Review, 16 (1), 49-56.
Wilemon and Freese (1972), “Problems new-venture teams face”, Innovation, 28, 40-7.
Wilemon and Hulett (1972), “A systems approach to corporate development”, Long-range Planning, 5 (1), 46-51.
Books:
(N.B. Books are listed with categories or names only)ABSTRACT
David Wilemon, as revealed by the publication record above, shows much interests in product innovation management, R & D management and project management. He especially interests in matters relating launching new products: its development and management.
One of his studies focus on the product innovation process and develops a model for studying R&D - marketing interface in such process. The study was carried out together with Gupta and Raj in 1986 titled “A model for studying R&D - marketing interface in the product innovation process”. They have assessed the integration of the marketing function in the new product development process.
According to the proposed model for studying the R&D - marketing integration, a firm’s strategy and how it perceives environmental uncertainty can influence the need for R&D - marketing integration. Factors related to organizational design and senior management support, along with the sociocultural differences between R&D and marketing managers, can influence the level of integration achieved by an organization. It is contended that the gap between the level of integration needed and that achieved can influence innovation success.
It is proposed that the level of needed R&D - marketing integration will be a function of innovative strategy and environmental uncertainty, with highest levels of integration needed for offensive innovative strategies and highly uncertain environments. The level of achieved integration will be related positively to top management support, sociocultural compatibility between R&D and marketing managers, and an organizational climate fostering employee participation and low degrees of formalization and power concentration. Innovation success will be dependent upon the degree to which required levels of integration actually are achieved.
This paper is prepared by Mandy W. Chan in 1999.