All NPD projects are evaluated at some point of time during the course of the process. These evaluations require the use criteria for deciding whether to carry on or 'kill' the project. The focus of this paper is on the origin of decision criteria and what determines the prioritisation of various criteria at the decision gates. Results from a sample of 132 NPD practitioners studied a simulated NPD process show that the importance of decision criteria is influenced by both the strategic orientation of the company and individual decision-making expertise. Especially the proactive and aggressive strategic orientations influence the prioritisation of decision criteria.
Beslutningskriterie; Beslutningstagning; Produktudvikling; NPD management; Decision criteria; Strategic orientation; Decision-making; New product development