The role of strategic alliances in high-technology new product development

1995 ◽  
Vol 16 (8) ◽  
pp. 621-636 ◽  
Author(s):  
Masaaki Kotabe ◽  
K. Scott Swan
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
High Technology ◽  
New Product

The influence of strategic alliances on innovation and new product development through the effects of exploration and exploitation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jorge Ferreira ◽  
Arnaldo Coelho ◽  
Luiz Moutinho
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
New Product ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Moderating Role

PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approachThis investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.FindingsThe results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.Research limitations/implicationsThis study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.Practical implicationsTo fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performanceOriginality/valueThis paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

The role of new product development briefs in implementing sustainability: A case study

2010 ◽  
Vol 27 (3-4) ◽  
pp. 172-182 ◽  
Author(s):  
Effrosyni Petala ◽  
Renee Wever ◽  
Chris Dutilh ◽  
Han Brezet
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product

Development of a Tourism Destination: Exploring the Role of Destination Capabilities

2018 ◽  
Vol 43 (4) ◽  
pp. 517-543 ◽  
Author(s):  
Ruggero Sainaghi ◽  
Manuela De Carlo ◽  
Francesca d’Angella
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Theoretical Framework ◽  
Tourism Destination ◽  
Limited Role ◽  
Dynamic Perspective ◽  
The Creation

This article aims to identify the key elements underlying a destination capability (DC) and to examine what the genesis of these factors is and how they interact to foster the destination development. The article explores a specific development process—the creation of a new product in an alpine destination (Livigno, Italy)—making use of a theoretical framework structured around four major dimensions: DCs, coordination at the destination level, inter-destination bridge ties, and destination development. The results help clarify the genesis of a DC in the context of new product development. First, the dynamics underlying the creation of a DC show that coordination at the destination level constitutes the heart of the process, whereas the integration of scattered resources in the new product plays a more limited role. Second, from a dynamic perspective, the analysis has identified three patterns (scouting, implementation, and involvement).

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