Reliability of function points measurement: a field experiment
Communications of the ACM
Principles of CASE tool integration
Principles of CASE tool integration
Dynamics of software development
Dynamics of software development
Development of a framework system for tool integration in a product information archive
Computers in Industry - Special issue: computer integrated manufacturing (ICCIM '95)
A model-based framework to overlap product development activities
Management Science - Special issue on frontier research in manufacturing and logistics
Managing new product definition in highly dynamic environments
Management Science
Secrets of Software Success: Management Insights from 100 Software Firms around the World
Secrets of Software Success: Management Insights from 100 Software Firms around the World
Definitions of Tool Integration for Environments
IEEE Software
Complementarities Between Organizational IT Architecture and Governance Structure
Information Systems Research
Integration maturity metrics: Development of an integration readiness level
Information-Knowledge-Systems Management
The influence of product integration on online advertising effectiveness
Electronic Commerce Research and Applications
Online information product design: The influence of product integration on brand extension
Decision Support Systems
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In this paper, we investigate the relationship betweencomplementary product integration and theinitial technology strategy of a high-technology new venture. With customers placing considerable emphasis on cross-product integration, the success of a new venture is dependent as much on its ability to integrate its product with relevant complementary products as on the core product functionality itself. We identify three types of complementary product integration: value-added internal, add-on module, and data interface. We argue that the adoption of proactive initial technology strategy critically determines the ability of a high-technology new venture to rapidly and efficiently integrate its product with new and emerging complementary products. More specifically, we offer hypotheses that relate initial design and development strategies to the number and the type of complementary product integrations achieved by a new venture in the initial years. The hypotheses are tested using data from a set of U.S.-based software new ventures. The results support our arguments and imply the need for high-technology new ventures to adopt an explicit complementary product focus during initial product design.