A bibliographic analysis of 20 years of research on innovation and new product development in technology and innovation management (TIM) journals

2021 ◽  
Vol 61 ◽  
pp. 101632
Author(s):  
Christine Pitt ◽  
Andrew Park ◽  
Ian P. McCarthy
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
New Product ◽  
Bibliographic Analysis ◽  
Technology And Innovation

scholarly journals Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study

2021 ◽  
Vol 12 (2) ◽  
pp. 107
Author(s):  
Ghayth Tahat
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Strategy ◽  
Innovation Management ◽  
Research Question ◽  
New Product ◽  
Shared Knowledge ◽  
Organisational Capabilities ◽  
Innovative Capabilities

The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.

scholarly journals Formal and Informal Communication in New Product Development Teams: The Mediation Effect of Team Trust

2018 ◽  
Vol 6 (2) ◽  
pp. 97-111
Author(s):  
Volkan Polat ◽  
Gary Lynn ◽  
Ali Akgün ◽  
Onur Emre
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
New Product ◽  
Project Managers ◽  
Mediation Effect ◽  
Informal Communication ◽  
Holistic View ◽  
New Product Development Teams ◽  
Team Trust

New product development (NPD) projects are costly, and fragile against failures as compared to other structures. This study has a holistic view of team factors to examine their relationship with team communication. Communication contributes to technical and practical processes such as learning, new idea development, and creativity. Trust has become prominent by affecting outcomes and processes indirectly, and changing relationships within team. This paper attempted to offer a contribution to the technology and innovation management (TIM) literature by presenting a model for researchers and project managers to understand potential interrelationships among team level factors (team autonomy, stability, member experience, and empowerment), team trust, and team formal and informal communication in NPD teams.

DO OPPOSITES ATTRACT IN NEW PRODUCT DEVELOPMENT? INVESTIGATING THE ROLE OF INNOVATION-MANAGEMENT CONTROL COOPERATION ACROSS THE NPD PROCESS

2021 ◽  
Author(s):  
MATTHIAS HANDRICH ◽  
SVEN HEIDENREICH ◽  
CHRISTOPH MUNCK
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
Secondary Data ◽  
New Product ◽  
Past Research ◽  
Development Stage ◽  
Management Control ◽  
Financial Success ◽  
Data Set

Cross-functional intra-firm cooperation is crucial for a firm’s new product development (NPD) process and innovation success. Nevertheless, neither current innovation nor management control literature does provide empirical evidence on whether and how the cooperation between innovation and management control departments affects outcomes of the NPD process. Thus, this paper intends to close this research gap by studying the effect of innovation-management control cooperation (IMCC) across multiple NPD process stages on NPD process effectiveness and its consequences for a firm’s innovation and financial success. A multiple-informant data set was collected including 109 dyadic data sets from employees at project and top management level and combined with secondary data assessing financial success. The results show that IMCC exerts a positive effect on NPD process effectiveness. More specifically, the effect can be best described as u-shaped, being strongest in the concept development and implementation stage, but weaker in the product development stage of the NPD process. Furthermore, our findings show that innovation success mediates the relationship between NPD process effectiveness and financial success thereby explaining the contradictory findings of past research concerning the link between NPD and financial success.

Influence of new product development best practices on performance: an analysis in innovative Brazilian companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tiago Ribeiro de Araujo ◽  
Daniel Jugend ◽  
Marcio Lopes Pimenta ◽  
Gessica Mina Kim Jesus ◽  
Gladys Dorotea Dorotea Cacsire Barriga ◽  
...  
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
New Product ◽  
Content Type ◽  
And Performance ◽  
External Actors ◽  
Innovative Culture ◽  
The Relationship

Purpose This study aims to propose and test a research framework for analyzing the relationship between new product development (NPD) best practices and performance in companies that belong to innovative industries in Brazil. Design/methodology/approach A quantitative survey was conducted, involving several industries, including agricultural machinery, automotive and pharmaceutical. Data was analyzed through multiple linear regression. Findings Among the best practices investigated, the main results show that “innovative culture” and “project climate” are factors that significantly affect the performance of the NPD. Research limitations/implications The choice of best practices can be considered a major limitation of this study, as this is a dynamic concept depending on a continuous analysis that must take into account the economic and technological environment. Practical implications This study highlights a relationship between an innovative culture and performance. Some practices may be adopted to address an innovative culture, such as stimulating employee creativity, acceptance and partnership with external actors for the joint development of technologies and employee involvement with NPD. Originality/value The findings expand the debate on best practices in NPD and innovation management by presenting results on the topic in an emerging country, in this case, Brazil.

HOW CAN PRODUCT SEMANTICS BE EMBEDDED IN PRODUCT TECHNOLOGIES? THE CASE OF THE ITALIAN WINE INDUSTRY

2009 ◽  
Vol 13 (03) ◽  
pp. 411-439 ◽  
Author(s):  
CLAUDIO DELL'ERA ◽  
EMILIO BELLINI
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
New Products ◽  
New Product ◽  
Integrated Approach ◽  
Wine Industry ◽  
Product Development Process ◽  
Semantic Features ◽  
Oriented Approach

Since the beginning of the 1990s, innovation management literature has attempted to overcome some oversimplified dichotomies coming from well-established theories (e.g., open vs. closed, external vs. internal, cooperation vs. competition, knowledge vs. learning). The design-push approach to the study of new product development has demonstrated that technology-push and market-pull are not divorced, since each successful new product is based on improvements in both technological performance and semantic features, which together sustain the new products to act as text that helps people generate new meanings in their daily sense-making activities. In this explorative study, we try to verify the extension of the design-push approach from science-based and specialised supplier industries (e.g., optical instruments, electronics, furniture) to more traditional, supplier-dominated industries (in this case, the wine industry), where its use could be counterintuitive. We then explain new product development, moving from the integration of technological and semantic dimensions of new products. We present the results of eleven case studies of successful new product development processes developed by companies located in Italy, known as one of the most innovative wine-producing areas in Europe. We assume that product innovation in traditional industry is only incremental, since technologies, operations and marketing processes are expected to be stable and predictable. Nevertheless, the empirical results show that the new product development process in the wine industry offers empirical insights that lead to a better understanding of the design-push approach; designing a new wine means not only to achieve new technical features but also to generate new product meanings. Through the identification of practices enabling a coherent innovation of product functions and meanings, this empirical research allows the enrichment of the design driven model. The coherence between the technology, function, language and message of a new wine can be obtained with different practices and development paths: the integrated approach, the semantic-oriented approach and the function-oriented approach. Additionally, the network of actors that wine companies access changes according to the innovation approach they adopt.

The performance effects of management control instruments in different stages of new product development

2020 ◽  
Vol 16 (2) ◽  
pp. 259-284
Author(s):  
Jan Christoph Munck ◽  
Alexander Tkotz ◽  
Sven Heidenreich ◽  
Andreas Wald
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
New Product ◽  
Management Control ◽  
Content Type ◽  
Process Stage ◽  
Innovation Activities ◽  
Successful Innovation ◽  
The Impact

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.

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