The Effect of Perceived Technological Uncertainty on Japanese New Product Development

Abstract

This article develops a theoretical model that examines the moderating effect of perceived technological uncertainty on new product development (NPD). We tested the theoretical model using 553 Japanese NPD projects. We found that cross-functional integration, marketing and technical project synergy, and proficiency in marketing and technical development activities differentially contribute to project performance under conditions of high and low perceived technological uncertainty. Japanese project managers differentially focus NPD efforts on these factors according to the level of perceived technological uncertainty.