To see the other types of publications on this topic, follow the link: NPD(new product development) Process.
Journal articles on the topic 'NPD(new product development) Process'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'NPD(new product development) Process.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Šenk, Mateja, Peter Metlikovič, Matjaž Maletič, and Boštjan Gomišček. "Development of New Product/Process Development Procedure for SMEs." Organizacija 43, no. 2 (March 1, 2010): 76–86. http://dx.doi.org/10.2478/v10051-010-0009-y.
Full textAbstract:
Development of New Product/Process Development Procedure for SMEsThe result of our research is a developed and implemented set of activities for new process or product development (NPD procedure) for SMEs environment in the plastic processing industry, which enables the production of products and services with a high value added.The developed NPD procedure consists of five consecutive and overlapping steps: attracting orders, designing a project, developing a product, developing a process and zero production series. Each distinct step is further divided into sub-activities supported by adequate methods and managed in an information system. Investigated and included were three different methodologies use for NPD procedure in the automotive industry such as Advanced Product Quality Planning (APQP), Design for Six Sigma (DFSS) and Stage/Gate methodology.The results presented in the paper show that the developed NPD procedure significantly improved NPD in terms of cost management and time-effectiveness.
2
Wang, Yufan, and Haili Zhang. "Achieving Sustainable New Product Development by Implementing Big Data-Embedded New Product Development Process." Sustainability 12, no. 11 (June 8, 2020): 4681. http://dx.doi.org/10.3390/su12114681.
Full textAbstract:
Literature suggests that new product development (NPD) has an impact on sustainable organizational performance. Yet, previous studies in NPD have mainly been based on “experience-driven”, not data-driven, decision-making in the NPD process. We develop a research model to examine how the big data-embedded NPD process affects the sustainable innovation performance of NPD projects. We test the proposed model and conduct the cross-national comparison using data collected on 1858 NPD projects in the United States of America (USA), the United Kingdom (UK), and Australia. The research findings suggest that big data-embedded business analysis, product design, and product testing increase sustainable innovation performance in all three countries. The study findings also reveal several surprising results: (1) in the USA, big data-embedded product testing has the highest effect on sales growth and gross margin, (2) in Australia, big data-embedded commercialization has the highest effect on sales growth and gross margin, and (3) in the UK, big data-embedded commercialization has the highest effect on second-year sales growth, first-year, and third-year gross margin; in addition, big data-embedded product testing has the highest effect on third-year sales growth and second-year gross margin.
3
Feeney, Orla, and Bernard Pierce. "Accounting and new product development." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 251–79. http://dx.doi.org/10.1108/qram-05-2017-0045.
Full textAbstract:
PurposeThe traditional view of accounting as something that constrains innovation and conflicts with creativity is giving way to a more contemporary belief that accounting can enable innovation and support the innovative process. This paper aims to examine this evolving relationship between accounting and new product development (NPD) by exploring how interactions between NPD participants at various stages of the NPD process help to achieve the appropriate balance between firmness and flexibility which is necessary for NPD success.Design/methodology/approachA case study method is adopted. Strong structuration theory (SST) is used to examine the complex interactions that take place between managers at various stages in the NPD process, while the concept of minimal structures is drawn upon to explore how these interactions influence the role of accounting in NPD and help to achieve the desired balance between firmness and flexibility.FindingsThe findings of the study reveal that the use of accounting information in NPD is not necessarily prescriptive or normative but is embedded in the everyday interactions taking place throughout the organisation. Formal accounting information, which could be characterised as “push” information, is prepared and presented by the accountant as a formal requirement of NPD, where it is relied upon by the NPD Steering Committee to make stage-gate decisions in the latter stages of the process. This formal accounting information supports the technical structures within the minimal structures framework. Informal accounting information, which could be characterised as “pull” information, is prepared and used by the NPD team to make decisions from the early stages of NPD, often before the formal process has even begun. This information is regarded as a language or given understanding, and is often not even recognised as accounting information by those using it. This type of internalised language formulates the social structures discussed within the minimal structures framework. Together, the formal and informal use of accounting information, and the interactions implicated therein, provides the organisation with the appropriate balance of firmness and flexibility required to effectively govern the NPD process.Originality/valueThe paper contributes to accounting and innovation literature by using SST and minimal structures to explore interpersonal interactions in an NPD context.
4
Chaochotechuang, Preecha, Farhad Daneshgar, and Stavros Sindakis. "Innovation Strategies of New Product Development (NPD)." International Journal of Knowledge and Systems Science 6, no. 2 (April 2015): 57–75. http://dx.doi.org/10.4018/ijkss.2015040104.
Full textAbstract:
Current literature indicates a high rate of New Product Development (NDP) failure. Many believe that the main reason behind such failures is the way the NPD process is managed. This includes a lack of clear project definition, too much focus on internal processes and procedures ignoring customer needs and requirements, lack of communication and knowledge transfer among various people within the organization, etc. The current study provides an analytical tool in the form of a two dimensional matrix that maps various stages of the NPD process to the existing innovation strategies. This analytical tool can then be used by business analysts to assess the degree of innovativeness of various activities involved in NPD process, as a basis for enhancing the effectiveness of the overall product development initiatives.
5
Kowang, Tan Owee, Choi Sang Long, Amran Bin Mohd Rasli, and Low Hock Heng. "Operation Management: Prediction of New Product Development Performance at Pre-Product Launch Stage." Advanced Materials Research 902 (February 2014): 426–30. http://dx.doi.org/10.4028/www.scientific.net/amr.902.426.
Full textAbstract:
New Product Development (NPD) performance has increasingly been viewed as an essential indicator for organizational competitiveness and success. However, in the current literature of NPD, NPD performance measures are tends to focus on assessment of performance at the ending phase of NPD process (i.e. after product launch). Assessment of NPD performance before product launch is not widely discussed. Hence, this paper aims to address the research gap by developing models to predict NPD performance at the front end stage of NPD process. In line with this, 5 important NPD process constructs and 7 NPD management constructs were identified from literature review. These constructs were subsequently formulated into a survey questionnaire and responded by 186 Research and Development (R&D) staffs from R&D companies in Malaysia. Thereafter, the NPD process and management constructs were regressed with the perceived NPD performance to develop models for NPD performance prediction prior to product launch. Finally, discussion on researchs finding and recommendations are included at the end of this paper.
6
Kim, Yeon-Hak, Sun-Woong Park, and Yeong-Wha Sawng. "Improving new product development (NPD) process by analyzing failure cases." Asia Pacific Journal of Innovation and Entrepreneurship 10, no. 1 (December 5, 2016): 134–50. http://dx.doi.org/10.1108/apjie-12-2016-002.
Full textAbstract:
Purpose The purpose of this study is to develop an appropriate new product development (NPD) process of Company “T”, a medium-sized firm, by analyzing the existing NPD process and failure cases of the Company. Design/methodology/approach The proposed research framework is as follows: first, prospective studies of the NPD process are performed using the existing literature and preliminary references; second, comparative analysis between the current processes and a NPD process is performed; third, phase-based evaluations upon failed product cases are conducted with a NPD process so as to identify the abridged steps and root-causes of failures; finally, renewed priorities are set forth by utilizing the analytic hierarchy process analysis and questionnaire analysis upon the above identified causes of failures. Findings The resulting accomplishments include the establishment of NPD processes that resonates with the current states of Company “T”, which, in turn, ensures the increase of efficiency, the decrease in development duration and the strategy of capacity-concentration and priority-selection. Originality/value As Company “T”’s development process is outdated and products are developed without adequate market information research and feasibility analysis, the percentage of failed development project is as high as 87 per cent. Thus, this study aims to develop an appropriate NPD process of Company “T” by analyzing the existing NPD process and failure cases of the Company.
7
Sattayaraksa, Tharnpas, and Sakun Boon-itt. "CEO transformational leadership and the new product development process." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 730–49. http://dx.doi.org/10.1108/lodj-10-2014-0197.
Full textAbstract:
Purpose – The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture. Design/methodology/approach – A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships. Findings – CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process. Practical implications – Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture. Originality/value – The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.
8
Battistoni, Elisa, Andrea Fronzetti Colladon, Laura Scarabotti, and Massimiliano M. Schiraldi. "Analytic Hierarchy Process for New Product Development." International Journal of Engineering Business Management 5 (January 1, 2013): 42. http://dx.doi.org/10.5772/56816.
Full textAbstract:
The success of a New Product Development (NPD) process strongly depends on the deep comprehension of market needs and Analytic Hierarchy Process (AHP) has been commonly used to find weights for customers' preferences. AHP best practices suggest that low-consistency respondents should be considered untrustworthy; however, in some NPD cases – such as the one presented here – this stake can be extremely big. This paper deals with the usage of AHP methodology to define the weights of customer needs connected to the NPD process of a typical impulse buying good, a snack. The aim of the paper is to analyse in a critical way the opportunity to exclude or include non-consistent respondents in market analysis, addressing the following question: should a non-consistent potential customer be excluded from the analysis due to his inconsistency or should he be included because, after all, he is still a potential consumer? The chosen methodological approach focuses on evaluating the compatibility of weight vectors among different subsets of respondents, filtered according to their consistency level. Results surprisingly show that weights do not significantly change when non-consistent respondents are excluded.
9
BRUN, ERIC, ALF STEINAR SÆTRE, and MARTIN GJELSVIK. "BENEFITS OF AMBIGUITY IN NEW PRODUCT DEVELOPMENT." International Journal of Innovation and Technology Management 05, no. 03 (September 2008): 303–19. http://dx.doi.org/10.1142/s0219877008001382.
Full textAbstract:
In this paper we challenge the traditional notion of ambiguity as an undesirable element in New Product Development (NPD) and explore how companies sometimes sustain or even increase ambiguity during their NPD projects. Based on qualitative analysis of case data from four NPD projects in the medical-device industry, we present a model by which this process can be better understood. We identify four ways that NPD projects can benefit from temporarily sustaining ambiguity: retaining fallback options, saving costs, saving time, and retaining ideas.
10
Salavati, Mehran, Milad Tuyserkani, Seyyede Anahita Mousavi, Nafiseh Falahi, and Farshid Abdi. "Improving new product development performance by risk management." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 418–25. http://dx.doi.org/10.1108/jbim-04-2013-0090.
Full textAbstract:
Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.
11
BRUN, ERIC, and ALF STEINAR SAETRE. "AMBIGUITY REDUCTION IN NEW PRODUCT DEVELOPMENT PROJECTS." International Journal of Innovation Management 12, no. 04 (December 2008): 573–96. http://dx.doi.org/10.1142/s1363919608002126.
Full textAbstract:
In this paper, we argue that ambiguity is an essential component of "fuzziness" in the Fuzzy Front End of New Product Development (NPD), and that a better understanding of how ambiguity emerges and is reduced, is called for. We explore the process by which ambiguity was reduced in four NPD projects, and propose a model that enhances our understanding of this process. Ambiguity arises as multiple interpretations, and interpretations can be understood as hypotheses, hence these can be tested by using the hypothetical-deductive method (HDM). We present a model showing that ambiguity in NPD projects is efficiently reduced by applying the HDM to test the multiple interpretations that give rise to ambiguity and the assumptions underlying these interpretations. We discuss theoretical implications and the usefulness of the model for practitioners of NPD.
12
Lin, Li, Gang Guo, Xian Sheng Ran, and Tian Hong Luo. "Customers Involved Digital NPD Method Based on Integrated CAX Technology." Applied Mechanics and Materials 159 (March 2012): 88–92. http://dx.doi.org/10.4028/www.scientific.net/amm.159.88.
Full textAbstract:
A customer involved digital NPD method is addressed. This study extends new product development (NPD) to a new field; Customer Involved Digital New Product Development Method addressed in this paper is based on integrated application of customer interaction, customer needs elicitation, CAD, CAM, CAE technology. It makes RD process more quickly and more effectively compared with the traditional NPD method. This study finds that the more effort on pre-NDP process, the less likely it might encounter risk of failure. Thus, a better NPD performance can be achieved by customer involved digital NPD method (CIDNPD). A case study of scooter NDP is used to illustrate the new method. We believe that the proposed methodology will have a positive impact on the future new product development.
13
MILLSON, MURRAY R., and JONGBAE KIM. "A MODERATION STUDY OF ORGANISATIONAL INTEGRATION AND NPD PROCESS PROFICIENCY IN THE U.S. AND KOREAN HEAVY CONSTRUCTION EQUIPMENT INDUSTRIES." International Journal of Innovation Management 19, no. 05 (October 2015): 1550061. http://dx.doi.org/10.1142/s1363919615500619.
Full textAbstract:
This study explores the potential differences between the relationships relating the market success of new products, the proficiency with which new product development (NPD) activities are executed during NPD processes, and the degree of organisational integration among various groups during NPD processes in the (U.S.) and Korea. This research addresses three major research questions: (1) Does NPD process proficiency impact new product market success in U.S. and Korean firms? (2) Does organisational integration impact new product market success in U.S. and Korean firms? and (3) Does country moderate the relationships between NPD process proficiency and new product market success, and between organisational integration and new product market success? This study is based on NPD data related to new product projects from the heavy construction equipment industries in the U.S. and Korea. Based on our combined model, it was found that NPD process development proficiency significantly impacts new product market success but organisational integration does not impact new product market success. Additionally, it was found that country moderates the NPD process proficiency-NPD market success and NPD organisational integration-NPD market success relationships. Study implications and recommendations are provided for NPD managers based on this research.
14
JESPERSEN, KRISTINA RISOM, and RUNE BYSTED. "IMPLEMENTING NEW PRODUCT DEVELOPMENT: A STUDY OF PERSONAL CHARACTERISTICS AMONG MANAGERS." International Journal of Innovation Management 20, no. 03 (March 9, 2016): 1650043. http://dx.doi.org/10.1142/s1363919616500432.
Full textAbstract:
Strategy implementation is an important aspect of innovation, as only 30% of planned strategies are matched by realised innovation outcomes. The present study investigates this in a setting of strategic implementation of New Product Development (NPD). In the implementation process, the managers’ characteristics are what lead to successful implementation of NPD. Managers’ characteristics affect the decision outcome. This study incorporates curiosity as a personal trait and NPD experience as a personal characteristic of the manager as moderating effects of the strategy implementation process of NPD. 131 NPD managers of Scandinavia SBUs participated in the study. Data were analysed using partial least squares regression. The study finds that managers influence the realised NPD strategy. NPD managers impose competence traps on strategy implementation. Curious NPD managers implementing aggressive strategic intentions create information overload in the NPD process, which decreases the new product novelty. In contrast, realisation of defensive strategic intentions makes experienced NPD managers focus on known NPD competences, thereby decreasing the new product novelty of NPD efforts. The study identified inadequately developed information competences among NPD managers. The result shows the importance of analysing how personal characteristics facilitate or hinder NPD strategy implementation. The competitive advantage of NPD efforts relies on such an analysis.
15
Moon, Hakil, Jean L. Johnson, Babu John Mariadoss, and John B. Cullen. "Supplier and Customer Involvement in New Product Development Stages: Implications for New Product Innovation Outcomes." International Journal of Innovation and Technology Management 15, no. 01 (February 2018): 1850004. http://dx.doi.org/10.1142/s0219877018500049.
Full textAbstract:
This paper investigates the relationships among supply chain participants’ involvement at various stages of new product development (NPD) and a firm’s innovation outcomes in terms of number of new product introduction and new product radicalness. A total of 107 questionnaires were collected from a cross-sectional survey of NPD managers. Results show significant impacts of suppliers’ and customers’ involvement on the firm innovation outcomes in the various NPD stages. Suppliers’ involvement in the firm NPD process influences negatively or is not related to firm innovation success in the various NPD stages. However, customers’ involvement affects positively or is not related to firm innovation success in the various NPD stages. This indicates that the distinct features of the various NPD stages make customer or supplier involvement more or less appropriate at each stage. Therefore, this paper provides significant managerial implications for supply chain practitioners regarding with whom, when, and how they set up supply chain strategy to improve their innovation performance.
16
Awwad, Abdulkareem, and Dr Mamoun N. Akroush. "New product development performance success measures: an exploratory research." EuroMed Journal of Business 11, no. 1 (May 3, 2016): 2–29. http://dx.doi.org/10.1108/emjb-12-2014-0043.
Full textAbstract:
Purpose – The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products. Design/methodology/approach – Based on relevant literature review and in-depth interviews, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success measures dimensions. Findings – This study empirically showed that manufacturing organisations in Jordan use a multidimensional construct for NPD performance success measures to assess the success of their new products. The multidimensional construct consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. The findings indicate that NPD financial performance is still the dominant dimension amongst the manufacturing organisations while measuring NDP performance. Also, the study has developed an inductive model of NPD performance success measures which shows the construct’s dimensions complexity. Research limitations/implications – The fact that the paper is a single country study focusing on the manufacturing industry limits its generalisation to other industries/contexts. The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector. The services sector is a rich field for NPD performance success measures, in addition to being an important contributor to the economy of most, if not all, countries. Further, the paper focuses on only five dimensions of NPD performance success measures, other dimensions of NPD performance success measures might add more insights to their effect on NPD performance success measures. Practical implications – Utilising the findings of this study can help managers make sense of NPD success and failure and plan the NPD strategy and activities across a range of differing situations. The major contribution of this study is increasing the ability of managers to improve their skills and capabilities and focus on the dimensions of NPD success in the best way that enables them to respond effectively to uncertainty caused by changes in the product life cycle which in turn might affect the performance of NPD. The findings urge managers to deal with NPD as a complex process that should be integrated within corporate, business and functional strategies of the firm. Originality/value – The originality of this paper stems from its multidimensional construct of NPD performance success measures as well as in developing an inductive model that shows the complexity of NPD performance dimensions that can be used for assessing the success of new products. The study also has its originality since it is the first empirical work conducted on the manufacturing sector in an emerging market business environment, Jordan.
17
Hertenstein, Julie H., and Marjorie B. Platt. "Performance Measures and Management Control in New Product Development." Accounting Horizons 14, no. 3 (September 1, 2000): 303–23. http://dx.doi.org/10.2308/acch.2000.14.3.303.
Full textAbstract:
An exploratory study was conducted to examine management control issues in new product development (NPD). The study focused on three management control aspects that NPD managers considered important: (1) position of NPD in the firm's organizational structure; (2) NPD process; and (3) NPD performance measures. Primary data were collected from NPD managers via interviews, workshops, and a questionnaire. For each management-control aspect studied, we examined current practice, recent changes, and how the control links to strategy. The NPD function reported fairly high in the organization. The need to integrate NPD and strategy encouraged higher reporting levels, and shifts in reporting from engineering to marketing. The need to integrate NPD and strategy also drove the addition of NPD/strategy steps into already well-defined, phased NPD processes. However, NPD/strategy integration was not well reflected in performance measures. The firms studied used varied financial and nonfinancial performance measures, yet relatively few firms reported that their performance measures reflected key aspects of their strategies. NPD managers generally expressed dissatisfaction with the performance measurements, and firms appeared to be searching for more effective alternatives.
18
Dubiel, Anna, Sourindra Banerjee, Holger Ernst, and Mohan Subramaniam. "International-market-information use across new-product-development stages." International Marketing Review 35, no. 5 (September 10, 2018): 760–84. http://dx.doi.org/10.1108/imr-05-2015-0128.
Full textAbstract:
Purpose The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations. Design/methodology/approach This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms. Findings The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages. Research limitations/implications This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts. Practical implications Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities. Originality/value This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.
19
Kalluri, Vinayak, and Rambabu Kodali. "Analysis of new product development research: 1998-2009." Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 527–618. http://dx.doi.org/10.1108/bij-06-2012-0040.
Full textAbstract:
Purpose – The purpose of this paper is to present a systematic review and analysis of existing research articles on new product development (NPD) published in the 12-year period starting from 1998 to 2009. Design/methodology/approach – To explore the articles related to NPD, four key words namely new product, product design, product development and product innovation were used in combination of title or abstract or keyword of the articles through several knowledge databases. The abstracts of journal papers were read and a decision as to whether article belongs to any NPD research issue or not was made. In total, 1,127 research articles were categorized systematically and then analyzed on various principal NPD information groups. Findings – Analysis of selected articles led to a certain level of dispersion in the publication of NPD research in different journals. It is found that more attention needs to be on knowledge and creativity management, communication and information transfer in any NPD process. Originality/value – By observing extended literature from authors reviewing articles from various journals, growth in research, and variety of topics covered in NPD, a broad systematic multi journal review of NPD literature is clearly overdue. The authors have developed a comprehensive listing of publications on NPD where they have classified the surveyed papers according to various principal NPD information groups like: published year, NPD research stream, type of organization studied (industrial/consumer/service), level of innovation (high/moderate/low), NPD focus on frameworks, performance perspective (success, failure or both), NPD research design (conceptual/empirical and qualitative/quantitative) and NPD relevant best practice element. Based on the classification scheme, the issues were analyzed from the system's perspective and their implications to NPD research.
20
OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (December 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
Full textAbstract:
This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
21
Salman, Roba Radi, Yaser A. A. Hammouda, Sanaz Monsef, and Mohammad Sadeghi. "A Vide Survey on Product Development and Commercialization Process." Advanced Materials Research 980 (June 2014): 253–57. http://dx.doi.org/10.4028/www.scientific.net/amr.980.253.
Full textAbstract:
The purpose of this paper is to focus on new Product Development (NPD) and Commercialization Process based on previous researches since 1963. We intend the articles to serve two major goals. Firstly, we hope that it will be useful for researchers and postgraduate students who are interesting in understanding of commercialization process for NPD. Secondly, this article is useful for R&D managers to understand how can commercialize a new product. Finally the practical implementations of each article along with its findings as major factors for impacting on NPD process are presented in a table on discussion and result part.
22
FRISHAMMAR, JOHAN, and HÅKAN YLINENPÄÄ. "MANAGING INFORMATION IN NEW PRODUCT DEVELOPMENT: A CONCEPTUAL REVIEW, RESEARCH PROPOSITIONS AND TENTATIVE MODEL." International Journal of Innovation Management 11, no. 04 (December 2007): 441–67. http://dx.doi.org/10.1142/s1363919607001825.
Full textAbstract:
Many studies in new product development (NPD) single out the use of information (especially market information) as a key predictor of NPD performance, but knowledge is lacking about what type of information is needed in each phase of the NDP process to enable high NPD performance. Based on a literature review and a pilot case study, this article increases the understanding of managing information in NPD. It is argued that the capability of managing information consists of three components: acquiring, sharing, and using information. By focusing on three different phases of the NPD process, 11 propositions regarding which information, information sources and means of cross-functional integration patterns that are most important to high NPD performance have been derived in each respective phase. In addition, the article also discusses antecedents and consequences of managing information. The article concludes with implications for managers, identifies limitations and proposes an agenda for further research into this area.
23
Firmanzah, Firmanzah. "NEW PRODUCT DEVELOPMENT (NPD) PROCESS IN SUBSIDIARY: INFORMATION PERSPECTIVES." Makara Human Behavior Studies in Asia 12, no. 2 (December 1, 2008): 87. http://dx.doi.org/10.7454/mssh.v12i2.174.
Full text
24
IBRAHIM, SAJNA, and MICHAEL OBAL. "INVESTIGATING THE IMPACT OF RADICAL TECHNOLOGY ADOPTION INTO THE NEW PRODUCT DEVELOPMENT PROCESS." International Journal of Innovation Management 24, no. 04 (June 21, 2019): 2050035. http://dx.doi.org/10.1142/s1363919620500358.
Full textAbstract:
Product developers are increasingly often faced with the decision of whether or not to adopt new technologies into their own new product development (NPD) processes. Adopting a resource-based perspective, we posit that the adoption of radical technologies into the NPD process, such as remote collaborative design, virtual reality, and simulation systems, can help improve NPD performance. At the same time, these adoptions are likely to slow down product launch. Just as consumers struggle to integrate radical technologies during the short-term, we propose that new product developers will face a similar learning curve. Therefore, we investigate potential moderators that could help product developers quickly integrate radical technologies and lessen their negative influence on product launch timeliness. A wide-ranging survey of 249 product managers sponsored by an international product development organisation is used in this study. The results reveal that while the adoption of radical technologies benefits NPD performance, the adoption tends to slow down the product launch process. However, cross-functional leadership within the organisation helps to lessen this negative influence on launch timeliness. The results from this study offer product managers practical guidelines for successfully adopting radical technologies into the NPD process and mitigating risks.
25
FRISHAMMAR, JOHAN. "MANAGING INFORMATION IN NEW PRODUCT DEVELOPMENT: A LITERATURE REVIEW." International Journal of Innovation and Technology Management 02, no. 03 (September 2005): 259–75. http://dx.doi.org/10.1142/s021987700500054x.
Full textAbstract:
The new product development (NPD) process is frequently described as a sequence of information processing activities, but "information in NPD" occupies a broader conceptual space than the reduction of uncertainty. This article reviews the area of "information in NPD" by examining the literature on environmental scanning, market orientation, gatekeepers, cross-functional integration, and information use. It is argued that we can understand the process of managing information in terms of three steps: Acquiring, sharing and using. A tentative framework for this area is proposed, and managerial implications resulting from this literature review and tentative frame are outlined and presented.
26
Roberts, Deborah Lynn, and William Darler. "Consumer Co-Creation: An Opportunity to Humanise the New Product Development Process." International Journal of Market Research 59, no. 1 (January 2017): 13–33. http://dx.doi.org/10.2501/ijmr-2017-003.
Full textAbstract:
Based on findings from four in-depth case studies within global brand manufacturers in the fast moving consumer goods (fmcg) industry, this paper develops a framework for understanding the organisational processes that support consumer co-creation within new product development (NPD). A new perspective, that of co-creation, in which consumers are ‘active’ participants in the design and development of new products, is challenging the traditional model of NPD. Co-creation provides an opportunity for market researchers to develop a people-centric approach to research, thereby humanising the NPD process. Key to co-creation practices are: a culture supporting innovation and co-creation; a strategy for consumer selection; a focus on qualitative research methods; and training in business creativity and relationship-building skills.
27
Verrollot, Jordan, Arto Tolonen, Janne Harkonen, and Harri J. O. Haapasalo. "Challenges and Enablers for Rapid Product Development." International Journal of Applied Industrial Engineering 5, no. 1 (January 2018): 25–49. http://dx.doi.org/10.4018/ijaie.2018010102.
Full textAbstract:
This article describes how new product development (NPD) is critical to maintaining a strong market position. However, full-scale NPD may consume too much time and resources when necessary to react quickly to customer needs or emerging business opportunities. Rapid development (RaDe) is a type of incremental product development complementing the organizations' existing NPD process. In RaDe, new sales items are created by redesigning or upgrading existing products inexpensively, and in a timely manner. This article aims at clarifying the challenges and enablers relating to RaDe implementation in four case companies and by the means of reviewing literature. The identified challenges include the difficulty of differentiating between product developments models, the lack of clear definition for RaDe and issues in product data management. The enablers include structuring and managing projects differently compared to NPD, the utilization of existing supply-chain capabilities and the designed products fitting the current business processes to enable rapid product ramp-ups.
28
Nallusamy, S., K. Balakannan, R. Suganthini Rekha, and K. Balasubramanian. "A Review on Valuable Trends of Product Data Management (PDM) Occupied in New Product Development (NPD)." Applied Mechanics and Materials 786 (August 2015): 262–68. http://dx.doi.org/10.4028/www.scientific.net/amm.786.262.
Full textAbstract:
Presently the prime task of manufacturing engineers is to make products within a short span by maintaining the best quality at minimum cost. Recent market trends confirm the continuation of New Product Development (NPD) as a change agent for many more years to come with a focus on high product variety and shorter product life cycles. The effective introduction of new products is critical to the performance of manufacturing industries in more industrial sectors. It is a measure of an industry's strength in innovation and competitiveness in NPD. Manufacturing industries are forced to accept that the focus on NPD is on increasing product variety and shorter product life cycle. For many manufacturing industries, mass customization with "voice of customer", agility and leanness are some of the vital prerequisites to survive in the current global competitive environment. NPD is no longer an isolated process; it requires close integration between all active members within the supply chain such as customers, suppliers, manufacturers, etc. and must be viewed as an integrated business process. The proper use of advanced IT has enhanced NPD in manufacturing enterprises. It facilitates shorter product lead-times and increases responsiveness to changes in the market along with improved product quality, as well as maintaining low product cost.
29
Ciarapica, Filippo Emanuele, Maurizio Bevilacqua, and Giovanni Mazzuto. "Performance analysis of new product development projects." International Journal of Productivity and Performance Management 65, no. 2 (February 8, 2016): 177–206. http://dx.doi.org/10.1108/ijppm-06-2014-0087.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the influence of technical and management practices of a new product development (NPD) project on the project success in terms of observed value-added time. The authors address the research questions: “How do the product innovation aspects, information process, suppliers integration and project team aspects influence the success of NPD projects in terms of observed value-added time?” Design/methodology/approach – Specific hypotheses are posed based on literature research and semi-structured interviews with project managers used for the pilot study. In total, 40 projects carried out by multinational corporation, concerning NPD, are analysed, comparing product and project features with results obtained in terms of performance indexes usually used in “Lean Production” sector: “waste time”; and “type of wastes”. Findings – This research highlighted that “over-processing” is the most important waste made in the projects when the product concept is Completely New. Great support has been found for the hypothesis that a clear definition of products’ concept can reduce waste time. Unexpected result has been obtained analysing “Information process aspects” category where the more frequent use of support systems (i.e. quality function deployment, computer-integrated manufacturing, computer-aided design, etc.) tended to increase waste time. Important connections have also been found between project team aspects and low waste time. Practical implications – The identification of sources of waste can help managers to assess their current innovation practices, identify gaps between their current practice and best practice, and define action plans to close those gaps. Originality/value – In literature, researches exploring the effects that both organizational and managerial factors have on value-added has received only scant attention. This study attempts to bridge this gap, and takes a first step to investigate the role of product innovation aspects, information process, supplier integration and project team aspects in “value-added time” in a NPD project.
30
Kazimierska, Marianna, and Magdalena Grębosz-Krawczyk. "New Product Development (NPD) Process – An Example of Industrial Sector." Management Systems in Production Engineering 25, no. 4 (December 1, 2017): 246–50. http://dx.doi.org/10.1515/mspe-2017-0035.
Full textAbstract:
AbstractThis aim of this article is to present the process of new product introduction on example of industrial sector in context of new product development (NPD) concept. In the article, the concept of new product development is discussed and the different stages of the process of new electric motor development are analysed taking into account its objectives, implemented procedures, functions and responsibilities division. In the article, information from secondary sources and the results of empirical research – conducted in an international manufacturing company – are used. The research results show the significance of project leader and regular cooperation with final client in the NPD process.
31
Kim, Jung-Yoon, and Ju-Hee Hahn. "The Impact of NPD (New Product Development) Process Planning Proficiencies on NPD Performance." Journal of the Korea Academia-Industrial cooperation Society 10, no. 9 (September 30, 2009): 2440–50. http://dx.doi.org/10.5762/kais.2009.10.9.2440.
Full text
32
Wu, Wann-Yih, Adriana A. Amaya Rivas, and Ying-Kai Liao. "Influential Factors for Team Reflexivity and New Product Development." Project Management Journal 48, no. 3 (June 2017): 20–40. http://dx.doi.org/10.1177/875697281704800302.
Full textAbstract:
Despite the important influence of team reflexivity on new product development (NPD) success, a thorough analysis of its key antecedents, mediators, and moderators is lacking in the literature. Using cognitive fit theory, knowledge management perspective, justice theory, and self-verification theory, this study proposed that existing knowledge, task familiarity, and procedural justice are three of the vital factors that lead to NPD success by encouraging team reflexivity. This study also examined the effects of team conflict on team reflexivity and NPD success. Survey data were collected from 254 NPD team members, and these data were then analyzed using the PROCESS Macro from SPSS and the partial least squares (PLS) approach. The results of this study showed that the three aforementioned factors play a significant role in NPD success. The importance of team conflict was then examined, and the results showed that when relationship conflict is higher, the effect of team reflexivity on NPD success tends to be weaker.
33
DOOLEY, KEVIN J., ANAND SUBRA, and JOHN ANDERSON. "ADOPTION RATES AND PATTERNS OF BEST PRACTICES IN NEW PRODUCT DEVELOPMENT." International Journal of Innovation Management 06, no. 01 (March 2002): 85–103. http://dx.doi.org/10.1142/s1363919602000525.
Full textAbstract:
Firms are experimenting with numerous different best practices in order to improve the timeliness and effectiveness of their new product development (NPD) process. This paper examines how widely adopted certain best practices are, and if the adoptions show any pattern in terms of being simultaneously adopted within organisations. We developed an inventory of best practices related to NPD, and an empirical survey was administered to 39 companies. Our results indicate that best practices associated with enhancing the human resources involved in NPD, and improving the fuzzy front end of NPD appear to be getting little attention to date, despite a strong call for such attention in the management literature. Best practices associated with the strategic implementation of NPD (project selection, goals, technological leadership, product strategy, and customer involvement) are on average all more widely adopted than best practices associated with controlling the execution of NPD (process control, metrics, documentation, change control).
34
MILLSON, MURRAY R. "REFINING THE NPD/INNOVATION PATH TO PRODUCT MARKET SUCCESS WITH PARTIAL LEAST SQUARES PATH ANALYSIS." International Journal of Innovation Management 17, no. 02 (April 2013): 1350001. http://dx.doi.org/10.1142/s1363919613500011.
Full textAbstract:
In this paper, a refinement of the NPD/innovation process and its relationship with new product success is explored. Through a review of the literature, a rationale for a research model and the associations among its constructs were developed. In this study, a factor analysis was performed on data describing the proficiency by which major, traditional NPD/innovation process activities were performed. This analysis led to the development of seven parsimonious NPD/innovation process activities. This research evaluated new product success by employing four measures: profit, sales, successfully opening new markets, and successfully entering existing markets with new products. Respondents to a mail survey process directed to NPD managers in the medical instruments, heavy construction equipment, and electrical products industries provided the study's empirical data. The research model was examined by performing a Partial Least Squares (PLS) path analysis on the study data. PLS path analysis was employed to provide an answer to the research question: How does the proficiency with which new product development activities are performed relate to the market success of newly developed products? The factor analysis and subsequent PLS path analysis suggest that (1) there are seven important NPD/innovation activities that form the basis for a prudent view of new product development/innovation, (2) there is a parallel path to new product success much of which occurs after new product commercialization, and (3) NPD proficiency continues to significantly influence the market success of new products. Implications from this research are provided.
35
MILLSON, MURRAY R., and DAVID WILEMON. "THE IMPACT OF CHANGING MARKETS AND COMPETITION ON THE NPD SPEED/MARKET SUCCESS RELATIONSHIP." International Journal of Innovation Management 14, no. 05 (October 2010): 841–70. http://dx.doi.org/10.1142/s1363919610002908.
Full textAbstract:
Our research examines the relationships among four factors thought to be important to new product developing organizations. Those factors include the speed with which product developers produce new products and bring them to market; the degree of integration among the various groups participating in the New Product Development (NPD) process; the proficiency with which the product developers perform their tasks; and the degree of success attained upon the completion of the NPD process. Market dynamism, or the degree of customer changeability, and market hostility, or the degree of market competitiveness, are thought to moderate the relationships among the four previously noted factors. The research questions driving our investigation include: (1) Does NPD project success vary with NPD process speed?; (2) Does NPD speed vary across innovation types (new-to-the-world products, line extensions, etc.)?; (3) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and Fuzzy Front End [FFE]), and success vary with the degree of environmental dynamism (changing customer needs)?; and (4) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and FFE), and success vary with the degree of market hostility (competition)? We probed the electrical equipment, medical device, and heavy construction equipment industries to provide the data to address our research questions. Our research suggests that the speed with which projects were completed in our sample did not vary between projects that were more or less successful. We also found that the speed with which projects were completed did not vary across various product categories (new-to-the-world, line extensions, etc.) of newly developed products for the industries studied. Primarily, we found that market dynamism moderates the relationship between NPD speed and NPD proficiency whereas environmental hostility mediates NPD speed and NPD proficiency, NPD speed and organizational integration, and NPD speed and new product market success. Our data indicate that speed is not associated with NPD proficiency, degree of organizational integration, and new product success in less dynamic markets whereas speed has an inverse relationship with successfully entering new markets, the proficiency with which development and launch activities are performed, and the proficiency with which new product marketing strategies were implemented in more dynamic markets. Finally, we found that speed is inversely related to successfully entering new markets, overall NPD proficiency and organizational integration, predevelopment stage proficiency and organizational integration, and development and launch proficiency and organizational integration in non-hostile (competitive) environments whereas we found no significant relationships between these factors and speed in hostile environments. We provide several implications for both scholars and NPD managers.
36
Ortega, Ana M., M. Teresa García, and M. Valle Santos. "Effectuation-causation: what happens in new product development?" Management Decision 55, no. 8 (September 18, 2017): 1717–35. http://dx.doi.org/10.1108/md-03-2016-0160.
Full textAbstract:
Purpose The literature provides contradictory findings on planning contradictory findings on planning as a success factor in projects which entail high innovation. Nevertheless, new product development (NPD) research has mainly adopted the causation lens, in which planning plays an important role. By embracing the logic of effectuation, the purpose of this paper is to secure a wider perspective concerning how the various NPD options develop, taking into account the role played by uncertainty. Design/methodology/approach By adopting an inductive approach, the authors attempt to advance existing knowledge on the topic. The qualitative methodology (documentary analysis, content analysis and alternate templates) is adopted for the analysis of four NPD projects in the food industry in Spain. Findings Results reflect the relevance of the two perspectives considered when explaining the NPD process, with the presence of hybrid behaviour in all the projects and effectuation emerging as the dominant logic in the project linked to a greater degree of innovation and uncertainty. Research limitations/implications Projects involving varying degrees of innovation would seem to require different NPD approaches. This paper provides an initial approach to the subject, and it analyses a small number of firms. It is necessary to better understand to what extent the two logics are present in different types of projects. Practical implications By incorporating the logic of effectuation, firms might consider using NPD as a means of engaging in projects that entail a higher degree of innovation, since it offers ways of dealing with the uncertainty linked to such projects. Originality/value The paper contributes to the still early efforts to apply the perspective of effectuation to the area of NPD, by linking the logics of effectuation and causation to the various NPD processes taking account of their varying degrees of innovation and uncertainty (exploitation, exploration and leverage options).
37
Kang, He-Yau, Amy H. I. Lee, Chao-Cheng Chang, and Mei-Sung Kang. "A Model for Selecting Technologies in New Product Development." Mathematical Problems in Engineering 2012 (2012): 1–17. http://dx.doi.org/10.1155/2012/358129.
Full textAbstract:
Due to fast changing technologies, shortening product lifecycles, and increased global competition, companies today often need to develop new products continuously and faster. Successful introduction and acceleration of new product development (NPD) is important to obtain competitive advantage for companies. Since technology selection for NPD involves complex decision makings that are critical to the profitability and growth of a company, the selection of the most appropriate technology for a new product requires the use of a robust decision-making framework capable of evaluating several technology candidates based on multiple criteria. This paper presents an integrated model that adopts interpretive structural modeling (ISM) and fuzzy analytic network process (FANP) to evaluate various different available technologies for NPD. The ISM is used to understand the interrelationships among the factors, and the FANP is to facilitate the evaluation process of decision makers under an uncertain environment with interrelated factors. A case study of a flat panel manufacturer is performed to examine the practicality of the proposed model. The results show that the model can be applied for group decision making on the available technology evaluation and selection in new product development.
38
Dwivedi, Rajeev, Fatma Jaffar Karim, and Berislava Starešinić. "Critical Success Factors of New Product Development: Evidence from Select Cases." Business Systems Research Journal 12, no. 1 (May 1, 2021): 34–44. http://dx.doi.org/10.2478/bsrj-2021-0003.
Full textAbstract:
Abstract Background: The unique, yet complex, new product development (NPD) process represents one of firms’ most significant operations that impose high weightage onto its profitability margins and market reputation. Objectives: The object of the research is to identify critical success factors (CSFs) of a new product development in Dubai firms. Methods/Approach: The paper uses literature as a basis for identifying critical success factors for a new product development, which is supported by a semi-structured interview of senior management-level executives in Dubai. Results: To pinpoint a set of the most influential CSFs, 12 factors for the NPD process are highlighted, based on their reoccurrence patterns in the literature and semi-structured interviews. Impact levels of 12 CSFs on the NPD process are expressed through a presentation from the highest to the lowest recurrent factor. Conclusions: Each CSF’s role in driving the NPD process to success has also been justified using real-time evidence, depicted throughout 4 case studies from different industries.
39
Subramanian, Nachiappan, Angappa Gunasekaran, Lin Wu, and Tinghua Shen. "Role of traditional Chinese philosophies and new product development under circular economy in private manufacturing enterprise performance." International Journal of Production Research 57, no. 23 (December 2, 2019): 7219–34. http://dx.doi.org/10.1080/00207543.2018.1530467.
Full textAbstract:
The new product development (NPD) process–performance link has been sufficiently studied in academic research. However, recent NPD process is significantly different from the conventional NPD specifically with the inclusion of sustainability considerations under circular economy (CE) context. In theory, NPD with CE considerations (CE-NPD), compared with the conventional NPD, is associated with higher costs and longer development times. This study empirically examines the effect of the CE-NPD process on both time-to-market (TTM) and profit performance in the context of Chinese private enterprises. In addition, the role of traditional Chinese philosophies of Confucianism and Taoism in influencing the CE-NPD process–performance link is also investigated. We find that Confucianism positively moderates the relationship between the CE-NPD process and TTM performance. However, it negatively moderates the CE-NPD-profit link. On the other hand, the moderating effect of Taoism is negative on both the CE-NPD-TTM and CE-NPD-profit links. An interesting finding of this study is that the coexistence of Confucian and Taoist values in NPD workers has the strongest positive impact on the relationship between the CE-NPD process and performance. Our study provides insights on the way in which companies should plan to apply Chinese philosophies during the CE-NPD process to maximise the benefits.
40
KRISHNA, CHIMATA MURALI, and PRADIP KUMAR RAY. "CAPABILITIES OF PRODUCT DEVELOPMENT PROCESS OF A FIRM: AN EMPIRICAL STUDY." International Journal of Innovation and Technology Management 09, no. 04 (August 2012): 1250030. http://dx.doi.org/10.1142/s0219877012500307.
Full textAbstract:
Many researchers and industrial professionals recognize new product development (NPD) as a potential alternative for improving and sustaining competitive position in the market and made attempt to identify factors and variables that contribute to the capability of a firm in new product development. However, it is necessary to quantify these factors and variables in order to establish their relationships with the capability of NPD of a firm. Quantification of the factors is essential in order to achieve adequate control over the NPD activities. In this research work, a methodology is developed to quantify the factors and to establish empirical relationships of capability of NPD of a firm with its various main and support functions of new product development. In each of the selected function, the variables which contribute to NPD capability are identified by respondents/experts participated in a questionnaire survey. Out of the variables identified, three best variables are selected based on the importance assigned by the respondents. Utility functions and fuzzy analytical method are used for establishing the relationships between variables and the capabilities of the functions. The methodology is applied to an industrial product of a construction equipment-manufacturing firm that actively involves all the main functions and support activities as required for new product development. This methodology based on regression analysis may be used to monitor the product development process over a planning period on a continuous basis in a manufacturing firm.
41
Jin, Zhong-Qi, David F. Birks, and David Targett. "The Context and Process of Effective NPD: A Typology." International Journal of Innovation Management 01, no. 03 (September 1997): 275–98. http://dx.doi.org/10.1142/s1363919697000152.
Full textAbstract:
Instead of attempting to find a generic solution to improve new product development (NPD) performance, this paper explores contingent approaches to effective NPD. A modified repertory grid analysis technique is used to analyse 30 new product cases, of which all the development processes are identified as effective. The result yields six different approaches which adhere to different contexts. It therefore suggests that there is no unique way to achieve effective NPD. Managers should react differently according to the contexts the NPD is engaged in. Though not comprehensive, the results may serve as a guide to effective NPD in relevant contexts.
42
MILLSON, MURRAY R., and DAVID WILEMON. "INNOVATION IN HEAVY CONSTRUCTION EQUIPMENT MANUFACTURING: AN EXPLORATORY STUDY." International Journal of Innovation Management 10, no. 02 (June 2006): 127–61. http://dx.doi.org/10.1142/s1363919606001442.
Full textAbstract:
This research investigates three major hypotheses important to new product market success in the heavy construction equipment industry which are as follows: the greater the degree of organisational integration during the development of new products, the greater will be the market success of new products; the greater the degree of organisational integration during the development of new products, the greater will be the proficiency with which new product development activities are performed; and the greater the proficiency with which new product development activities are performed, the greater will be the new product's success in the marketplace. Information was obtained concerning the most and least successful new products of U.S. firms in the heavy construction equipment industry. "Organisational integration" is defined as the degree of cooperation and communication between internal and external new product development (NPD) "support" groups and NPD teams. "NPD process proficiency" is defined as how well new product development stages and the NPD process as a whole are performed. "New product market success" is represented by four measures that encompass profit expectations, sales expectations, success entering new markets and entering existing markets with new products successfully. The survey approach was utilised to obtain data. Questionnaires were mailed to recipients such as New Product Development Managers who had already been designated by executives of the sample firms. A number of important findings were uncovered during this research. The integration between an organisation's customers and an NPD team is important to the success of newly developed heavy construction equipment products. However, the integration between organisations that supply material, components, assemblies and fabrications to new heavy construction equipment developers was found to hinder the market success of newly developed heavy construction equipment. These and other findings suggest several important implications for product development managers and scholars.
43
Munck, Jan Christoph, Alexander Tkotz, Sven Heidenreich, and Andreas Wald. "The performance effects of management control instruments in different stages of new product development." Journal of Accounting & Organizational Change 16, no. 2 (June 26, 2020): 259–84. http://dx.doi.org/10.1108/jaoc-09-2019-0101.
Full textAbstract:
Purpose The study builds on existing research in management control (MC) and innovation management. The purpose of this study is to identify patterns in the application of MC instruments which contribute to successful innovation. The application of MC instruments can reduce potential risks and make the new product development (NPD) process more transparent and efficient. Design/methodology/approach The authors use dyadic data to determine the effect of 58 MC instruments on NPD process stage-specific performance and subsequent innovation and firm success. To provide empirical evidence of each MC instrument’s effectiveness, three importance-performance matrix analyses were conducted that assess the impact of each MC instrument. Findings The authors identify patterns in the application of MC instruments which contribute to successful innovation activities and the authors determine the impact of MC instruments on NPD performance, innovation performance and firm performance in different stages of the NPD process. Practical implications The authors provide knowledge that can be used by managers to review their actual application of MC in the NPD process and to select their instrument set. Originality/value The authors contribute to the MC literature by examining data from a cross-industry study on the effects of MC instruments during the NPD process. The authors include a comprehensive set of MC instruments and show how their effect changes between the different stages of the NPD process.
44
Barragan-Ferrer, Jesus-Manuel, Diana Barragan-Ferrer, Rene Lopez-Flores, Guillermo Cortes-Robles, Ingrida Viliušienė, and Jolita Kirvaitienė. "KNOWLEDGE MANAGEMENT FRAMEWORK FOR INTEGRATING BIOMEDICINE INTO THE NEW PRODUCT DEVELOPMENT." Sveikatos mokslai 27, no. 1 (March 3, 2017): 80–86. http://dx.doi.org/10.5200/sm-hs.2017.015.
Full textAbstract:
In this article, a knowledge management framework is proposed as a strategy to improve the new product development (NPD) process through the integration and application of scientific knowledge and experience of biomedicine. The framework provides efficient management of the knowledge developed through the NPD activities, it creates a collaborative environment to promote innovation, and it provides the mechanism to integrate the knowledge of biomedicine to increase interdisciplinary scientific knowledge to create new opportunities for the development of innovative products.
45
Chen, Peizhen. "The impact of collaboration network on new product development." Journal of Industry-University Collaboration 1, no. 3 (October 14, 2019): 153–68. http://dx.doi.org/10.1108/jiuc-06-2019-0012.
Full textAbstract:
Purpose Researchers agree that collaboration networks can be an important implement in a firm’s innovation process, but there is limited empirical evidence on actually how they facilitate the new product development (NPD). The paper aims to discuss these issues. Design/methodology/approach Using longitudinal and multisource data on a sample of firms engaged in the Chinese automobile industry, the authors examine the structural properties of collaboration networks and their possible influences on firms’ NPD performance. Findings The results indicate that the structural features of the technology-based collaboration networks in the automobile industry have a low degree of collaborative integration and they influence firms’ NPD performance in diverse ways. The authors find that the direct ties, indirect ties and structural holes of the collaboration networks are all positively associated with firms’ number of new products. However, the authors have not found the evidence that the number of direct ties can moderate the relationship between the indirect ties and the NPD performance. Originality/value First, previous researches concerning the network mainly focused on their influence on technology innovation, few scholars studied the relationship between collaboration network and NPD. Second, the data used in this paper are true and valid, they are all from relevant departments of the Chinese government. Third, the empirical research of new products in China’s manufacturing industry is relatively new.
46
Sivakumar, K., and Subroto Roy. "Control systems in outsourcing new product development: role of globalization and digitizability." European Journal of Innovation Management 20, no. 2 (May 8, 2017): 312–28. http://dx.doi.org/10.1108/ejim-03-2016-0031.
Full textAbstract:
Purpose The purpose of this paper is twofold: first, to propose that the nature and degree of control during new product development (NPD) outsourcing depends upon its initiation stage or implementation stage; second, to delineate the moderating effect of globalization and digitizability that further influence the link between NPD stage and control systems. Design/methodology/approach The authors propose a conceptual framework and develop a series or propositions. Findings The nature and degree of control systems required in NPD is contingent upon the stage of the NPD process and this relationship is moderated by the degree of globalization and digitizability. Research limitations/implications The paper offers a conceptual platform that can be explored in future empirical research. The paper offers a series of propositions as well as measurement items to enable this task. Practical implications The research underscores the idea that instituting appropriate control systems in outsourcing NPD is a complex process that requires careful consideration of the nature of the activity, the nature of the control and firm strategy. Originality/value This paper is the first to conceptually examine the domain of the three-way intersection of NPD stage-gate process, outsourcing relationships and control systems. By doing so, the authors extend each of the three individual research domains in new directions as well as enhance the understanding of the interrelationships among these three domains.
47
Iqbal, Muhammad, and Amalia Suzianti. "New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (June 10, 2021): 153. http://dx.doi.org/10.3390/joitmc7020153.
Full textAbstract:
New product development (NPD) is essential for large, as well as small and medium, enterprises (SMEs). Despite its importance for the economy, challenges remain in the NPD in SMEs. Product success is related with the NPD process, so it is important for SMEs to be able to design their NPD process. This paper aims to identify SME’s NPD research topics, the characteristics of the NPD process in SMEs, and important aspects to be considered for NPD process design. The literature review is done with the analysis of 99 selected academic articles from Scopus and ScienceDirect. Content analysis, bibliographic analysis, and clustering method (based on Pearson’s correlation coefficient) are used to conduct the identification. Less-formal processes, informal strategic planning, limited resources, need technology support, and lack of capabilities in certain fields are some of the characteristics of SME’s NPD. Collaborative product development, competitive advantage, information and communication technology (ICT), concurrent engineering, quality function deployment, and continuous improvement are important keywords based on previous research in SME’s NPD. Design activities in NPD, collaboration and source of innovation, and process modelling, tools, and techniques appear to be important aspects related with the SME’s NPD process.
48
Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (October 1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.
Full textAbstract:
Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.
49
Racela, Olimpia C. "Viable strategy configurations and new product development capability and performance." Asia Pacific Journal of Marketing and Logistics 27, no. 2 (April 13, 2015): 249–66. http://dx.doi.org/10.1108/apjml-05-2014-0069.
Full textAbstract:
Purpose – The purpose of this paper is to identify firm groups pursuing different configurations of customer-, entrepreneurial-, and information technology (IT) orientation and to compare their new product development (NPD) capability and NPD performance. Design/methodology/approach – Hierarchical cluster analysis was used on the sample of 156 firms on the basis of their mix of customer-, entrepreneurial-, and IT- orientation. Then, analysis of variance was used to compare the groups’ NPD capability (NPDCAP), NPD process efficiency (NPDPROC), new product effectiveness (NPEFF), and new product financial performance (NPPERF). Findings – Of the seven strategy configurations posited, four emerge and two unexpected configurations are revealed. Overall, firms simultaneously pursuing multiple strategic orientations have higher NPDCAP, NPEFF, and NPPERF. Interestingly, all six strategy groups have equally low levels of NPDPROC. Practical implications – To enhance NPDCAP and NPD performance, managers should consider more complex strategy configurations that act in complementary ways, in particular, customer-orientation complemented by either entrepreneurial- and/or IT-orientation. Moreover, more attention is needed to improving NPDPROC, as achieving gains in this area would contribute positively to firm performance. Originality/value – This study presents initial evidence that, at least for firms in Thailand, resources must be configured by pursuing several strategic orientations simultaneously to enhance their dynamic capabilities in NPD, a strategic issue that has not been given much attention in previous literature.
50
Yan, Jie, Le Wang, and Jie Xiong. "Alcatel-Lucent falls, Huawei ascends: new product development makes the difference." Journal of Business Strategy 38, no. 1 (January 16, 2017): 22–30. http://dx.doi.org/10.1108/jbs-01-2016-0001.
Full textAbstract:
Purpose This study aims to use the new product development (NPD) perspective to understand why traditional leading telecom equipment companies, such as Alcatel-Lucent (ALu), have stagnated but the newcomer Huawei has achieved steady growth. Design/methodology/approach This paper takes the form of a comparative case study. Findings Three significant differences in NPD process between the companies were discovered: first, although both companies claim that they are market-oriented, Huawei’s NPD projects are customer-driven, and ALu projects are joint considerations of customer demand and technology leadership; second, Huawei uses a design-to-value strategy, and ALu applies a design-for-quality-premium strategy; third, resources are allocated and shared at the corporate level in Huawei and at the business division level in ALu. Practical implications This study offers several implications for NPD managers. First, holding a market leader position is more important than being a technology leader. Companies must fundamentally change their mind-sets, restructure NPD models and prioritize and empower marketing and sales departments in the decision-making and management of NPD projects. Second, to maximize customer value, managers must balance cost and quality and avoid overengineering. A quality premium no longer necessarily leads to product competitiveness. Third, to improve the efficiency of NPD performance, companies must build up a mechanism to enable across-boundary resources. Originality/value This study highlights a number of key NPD strategy issues. It was conducted in the telecom equipment industry, but NPD managers of other industries will also gain useful insights from the discussion.