@article{markham_ward_aiman-smith_kingon_2010, title={The Valley of Death as Context for Role Theory in Product Innovation}, volume={27}, ISSN={["1540-5885"]}, DOI={10.1111/j.1540-5885.2010.00724.x}, abstractNote={The purpose of this paper is to define and explain the front end of product innovation as a discrete segment of development between research and product development. The Valley of Death is used as a metaphor to describe the relative lack of resources and expertise in this area of development. The metaphor suggests that there are relative more resources on one side of the valley in the form of research expertise and on the other side by commercialization expertise and resources. Within this valley a set of interlocking roles are examined that move projects from one side to the other. The empirical methodology used in this study gathered data from 272 Product Development & Management Association (PDMA) members with extensive experience in the front end of product development using a Web-based survey instrument. Extensive pretests with experienced practitioners were conducted to develop the instrument. Results indicate that significant development takes place before projects enter into a firm's formal product development process. The data also support the roles of champion, sponsor, and gatekeeper as major actors that work together to develop and promote projects for introduction into the formal process. Champions make the organization aware of opportunities by conceptualizing the idea and preparing business cases. Sponsors support the development of promising ideas by providing resources to demonstrate the project's viability. Gatekeepers set criteria and make acceptance decisions. The data also reveal a dynamic interdependence between role players. It is concluded that the Valley of Death is a productive tool for identifying and understanding a critical area of development that has not been adequately addressed. This research finds a dynamic interplay between roles to accomplish tasks that are not well understood in practice or the literature. The implications of this research are far-ranging. It suggests that companies must understand the challenges in the valley, must develop the skills, and must make resources available to master the front end of product innovation. Recognizing roles, providing resources, and establishing expectations and accountability in this area of development become manageable in light of these results. Theoretically, this research informs role theory of a dynamic set of relationships previously treated as static. It also empirically investigates an area of product development where there is limited data. This paper opens profitable inquiries by focusing on an area of development not adequately researched yet drives the activities and investment made in subsequent steps of product development.}, number={3}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Markham, Stephen K. and Ward, Stephen J. and Aiman-Smith, Lynda and Kingon, Angus I.}, year={2010}, month={May}, pages={402–417} }
 @article{goodrich_aiman-smith_2007, title={What does your most important customer want?}, volume={50}, number={2}, journal={Research Technology Management}, author={Goodrich, N. and Aiman-Smith, L.}, year={2007}, pages={26–35} }
 @article{aiman-smith_bean_cantwell_chapas_collins_kingon_mugge_2006, title={Social networks key to harnessing nanoscience knowledge explosion}, volume={49}, number={3}, journal={Research Technology Management}, author={Aiman-Smith, L. and Bean, A. S. and Cantwell, A. and Chapas, R. and Collins, M. J. and Kingon, A. I. and Mugge, P. C.}, year={2006}, pages={2–4} }
 @article{aiman-smith_bergey_cantwell_doran_2006, title={The  coming knowledge and capability shortage}, volume={49}, number={4}, journal={Research Technology Management}, author={Aiman-Smith, L. and Bergey, P. and Cantwell, A. R. and Doran, M.}, year={2006}, pages={15–23} }
 @article{aiman-smith_goodrich_roberts_scinta_2005, title={Assessing your organization's potential for value innovation}, volume={48}, number={2}, journal={Research Technology Management}, author={Aiman-Smith, L. and Goodrich, N. and Roberts, D. and Scinta, J.}, year={2005}, pages={37–42} }
 @article{earp_anton_aiman-smith_stufflebeam_2005, title={Examining Internet privacy policies within the context of user privacy values}, volume={52}, ISSN={["1558-0040"]}, DOI={10.1109/tem.2005.844927}, abstractNote={Internet privacy policies describe an organization's practices on data collection, use, and disclosure. These privacy policies both protect the organization and signal integrity commitment to site visitors. Consumers use the stated website policies to guide browsing and transaction decisions. This paper compares the classes of privacy protection goals (which express desired protection of consumer privacy rights) and vulnerabilities (which potentially threaten consumer privacy) with consumer privacy values. For this study, we looked at privacy policies from nearly 50 websites and surveyed over 1000 Internet users. We examined Internet users' major expectations about website privacy and revealed a notable discrepancy between what privacy policies are currently stating and what users deem most significant. Our findings suggest several implications to privacy managers and software project managers. Results from this study can help managers determine the kinds of policies needed to both satisfy user values and ensure privacy-aware website development efforts.}, number={2}, journal={IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT}, author={Earp, JB and Anton, AI and Aiman-Smith, L and Stufflebeam, WH}, year={2005}, month={May}, pages={227–237} }
 @article{scullen_bergey_aiman-smith_2005, title={Forced distribution rating systems and the improvement of workforce potential: A baseline simulation}, volume={59}, number={1}, journal={Personnel Psychology}, author={Scullen, S. E. and Bergey, P. K. and Aiman-Smith, L.}, year={2005}, pages={1–32} }
 @article{katz_casey_aiman-smith_2005, title={Optimizing ROI of time-to-market practices}, volume={48}, ISSN={["0895-6308"]}, DOI={10.1080/08956308.2005.11657315}, abstractNote={OVERVIEW: Most managers recognize that time-to-market practices provide benefits for their organizations, but few have considered all available TTM strategies. Further, little research has been done into the advantages and disadvantages of these strategies. Developing a process for and examining the cost effectiveness of TTM can be particularly useful. Measurements of usage and cost derived from organizational experience can be used to calculate the cost effectiveness of TTM practices within any setting. This information can then be used by management to optimize return on investment by achieving TTM with minimal costs. The goal is to create a set of balanced practices that meet the specific needs imposed by industry constraints.}, number={3}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Katz, SM and Casey, R and Aiman-Smith, L}, year={2005}, pages={47–57} }
 @article{green_aiman-smith_2004, title={Research on the human connection in technological innovation: an introductory essay}, volume={21}, number={02-Jan}, journal={Journal of Engineering and Technology Management}, author={Green, S. G. and Aiman-Smith, L.}, year={2004}, pages={09-} }
 @article{aiman-smith_markham_2004, title={What you should know about using surveys}, volume={47}, ISSN={["1930-0166"]}, DOI={10.1080/08956308.2004.11671625}, number={3}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Aiman-Smith, L and Markham, SK}, year={2004}, pages={12–15} }
 @article{aiman-smith_scullen_barr_2002, title={Conducting studies of decision making in organizational contexts: A tutorial for policy-capturing and other regression-based techniques}, volume={5}, ISSN={["1552-7425"]}, DOI={10.1177/109442802237117}, abstractNote={ Policy-capturing, conjoint analysis, and related techniques are all regression-based methods used in various areas of organizational research to determine the importance people attach to cues when they make decisions. Despite the widespread use of those methods, the organizational research literature lacks an integrated tutorial for researchers who are interested in studying decision making but who have little experience with the techniques required for this type of research. The authors use empirical findings and suggestions from a number of sources to offer a step-by-step tutorial covering the effective design, execution, analysis, interpretation, and reporting of policy-capturing studies. }, number={4}, journal={ORGANIZATIONAL RESEARCH METHODS}, author={Aiman-Smith, L and Scullen, SE and Barr, SH}, year={2002}, month={Oct}, pages={388–414} }
 @article{aiman-smith_green_2002, title={Implementing new manufacturing technology: The related effects of technology characteristics and user learning activities}, volume={45}, ISSN={["0001-4273"]}, DOI={10.2307/3069356}, abstractNote={This study of 157 users of new technologies implemented in manufacturing demonstrates complex relationships between technology characteristics, users' learning activities, and implementation outcom...}, number={2}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Aiman-Smith, L and Green, SG}, year={2002}, month={Apr}, pages={421–430} }
 @article{aiman-smith_bauer_cable_2001, title={Are you attracted? Do you intend to pursue? A recruiting policy-capturing study}, volume={16}, ISSN={["0889-3268"]}, DOI={10.1023/A:1011157116322}, number={2}, journal={JOURNAL OF BUSINESS AND PSYCHOLOGY}, author={Aiman-Smith, L and Bauer, TN and Cable, DM}, year={2001}, pages={219–237} }
 @article{arthur_aiman-smith_2001, title={Gainsharing and organizational learning: An analysis of employee suggestions over time}, volume={44}, ISSN={["0001-4273"]}, DOI={10.2307/3069413}, abstractNote={The authors propose a model of gainsharing as an organizational learning system. Analyzing employee suggestions submitted over the first four years of a gainsharing plan at one plant, the authors f...}, number={4}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Arthur, JB and Aiman-Smith, L}, year={2001}, month={Aug}, pages={737–754} }
 @article{markham_aiman-smith_2001, title={Product champions: Truths, myths and management}, volume={44}, ISSN={["0895-6308"]}, DOI={10.1080/08956308.2001.11671429}, abstractNote={OVERVIEW: Champions represent powerful forces in most organizations. Champions are passionate about what they do; they generate support for ideas; and they keep ideas and projects alive. The research literature contradicts some champion myths and validates others. For example, we now know that a champion moves projects along, while projects with no champion struggle—but having a champion does not guarantee market success. As well, we know that champions arise from all levels in an organization, and are as likely to support incremental as radical ideas. Champions work within a political environment, and rely primarily on relationships for influence, although they will resort to traditional influence tactics. Formal NPD processes with cross-functional teams go hand-in-hand with champions. Champions are motivated by working toward a strategic vision, from contact with a community of knowledge, and from opportunities to develop skills. Having a loyal antagonist may actually help champions in their work.}, number={3}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Markham, SK and Aiman-Smith, L}, year={2001}, pages={44–50} }
 @article{markham_baumer_aiman-smith_kingon_zapata_2000, title={An algorithm for high technology engineering and management education}, DOI={10.1002/j.2168-9830.2000.tb00515.x}, abstractNote={Abstract}, number={89}, journal={Journal of Engineering Education}, author={Markham, S. and Baumer, D. and Aiman-Smith, L. and Kingon, A. and Zapata, M.}, year={2000}, pages={209–218} }
 @article{cable_aiman-smith_mulvey_edwards_2000, title={The sources and accuracy of job applicants' beliefs about organizational culture}, volume={43}, ISSN={["1948-0989"]}, DOI={10.2307/1556336}, abstractNote={We focus on the beliefs that applicants develop about organizational culture during the anticipatory stage of socialization. Data from 240 job applicants suggested that an organization used product...}, number={6}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Cable, DM and Aiman-Smith, L and Mulvey, PW and Edwards, JR}, year={2000}, month={Dec}, pages={1076–1085} }
 @article{bauer_aimansmith_1996, title={Green career choices: The influence of ecological stance on recruiting}, volume={10}, ISSN={["1573-353X"]}, DOI={10.1007/BF02251780}, number={4}, journal={JOURNAL OF BUSINESS AND PSYCHOLOGY}, author={Bauer, TN and AimanSmith, L}, year={1996}, pages={445–458} }
 @article{green_gavin_aimansmith_1995, title={ASSESSING A MULTIDIMENSIONAL MEASURE OF RADICAL TECHNOLOGICAL INNOVATION}, volume={42}, ISSN={["1558-0040"]}, DOI={10.1109/17.403738}, abstractNote={For almost 30 years, innovations have been characterized as radical or incremental. Nevertheless, the construct has not been precisely defined and ad hoc measures have been the norm in the literature. This paper describes the development of measures which address multiple dimensions of the concept of innovation radicalness and treat it as a continuous variable. A rigorous process of item development, reliability analysis, and both exploratory and confirmatory factor analysis was used. The developed measures meet psychometric standards, demonstrate criterion-related validity, and capture four dimensions of radicalness: technological uncertainty, technical inexperience, business inexperience, and technology cost. Findings support the conceptualization of radicalness as a continuum with multiple dimensions, and suggest that those dimensions may be differentially related to project characteristics and outcomes. The utility of these measures and dimensions as diagnostic tools in project management is discussed. Radicalness as a multidimensional concept is also discussed as a valuable tool in project planning, project evaluation, and understanding the strategic implications of pursuing radical innovation. >}, number={3}, journal={IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT}, author={GREEN, SG and GAVIN, MB and AIMANSMITH, L}, year={1995}, month={Aug}, pages={203–214} }