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New-Product Forecasting Research with Focus on Diffusion Modeling

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Thomas S. Robertson


Home Page:

http://www.goizueta.emory.edu/

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Most Recent NPF Publication: 2002
First NPF Publication: 1967
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NPF Publication Count: 9.00
Adjusted Count: 5.00
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NPF Publications:

Montaguti, Elisa, Sabine Kuester, Thomas S. Robertson. 2002. Entry strategy for radical product innovations: a conceptual model and propositional inventory. International Journal of Research in Marketing 19 21-42.

Kuester, Sabine, Hubert A. Gatignon, Thomas S. Robertson. 2000. Firm strategy and speed of diffusion. In New-Product Diffusion Models. V. Mahajan, E. Muller, & Y. Wind (Eds.),London: Kluwer Academic Publishers.

Gatignon, Hubert A., Thomas S. Robertson. 1989. Technology diffusion: an empirical test of competitive effects. Journal of Marketing 53.1 (1989) 35-49.

Gatignon, Hubert A., Jehoshua Eliashberg, Thomas S. Robertson. 1989. Modeling multinational diffusion patterns: an efficient methodology. Marketing Science 8 (3) 231–247.

Gatignon, Hubert A., Thomas S. Robertson. 1986. Integration of consumer diffusion theory and diffusion models: new research directions. In Innovation Diffusion Models of New Product Acceptance. Mahajan, V. Wind, Y. (Eds.) Cambridge, Mass: Ballinger.

Robertson, Thomas S., Hubert A. Gatignon. 1986. Competitive effects on technology diffusion. Journal of Marketing 50.3 (1986) 1-12.

Gatignon, Hubert A., Thomas S. Robertson. 1985. A propositional inventory for new diffusion research. Journal of Consumer Research 11(March) 849–867.

Robertson, Thomas S. 1967. Determinants of innovative behavior. In Proceedings of the American Marketing Association, R. Moyer, ed. Chicago: American Marketing Association.

Robertson, Thomas S. 1967. The process of innovation and the diffusion of innovation. Journal of Marketing 31.1 (1967) 14-19.

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NPF Subjects:

competition, alliances, firm entry and product launch timing

diffusion models -- perspective, tutorial, comparison and review

innovators, imitators, laggards, etc.

multinational

organizations, adoption by

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Empirical Cases: None



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