scholarly journals When does knowledge acquisition in R&D alliances increase new product development? The moderating roles of technological relatedness and product-market competition

2016 ◽  
Vol 45 (1) ◽  
pp. 291-302 ◽  
Author(s):  
Hans T.W. Frankort
Keyword(s):  
Product Development ◽  
Knowledge Acquisition ◽  
New Product Development ◽  
Market Competition ◽  
Product Market ◽  
New Product ◽  
Product Market Competition

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

scholarly journals Capital Market Returns to New Product Development Success: Informational Effects on Product Market Advertising

2018 ◽  
Vol 56 (1) ◽  
pp. 37-56 ◽  
Author(s):  
Kyung M. Park ◽  
Pradeep K. Chintagunta ◽  
Inho Suk
Keyword(s):  
Product Development ◽  
Stock Returns ◽  
New Product Development ◽  
Capital Market ◽  
Abnormal Returns ◽  
Product Market ◽  
New Product ◽  
Direct To Consumer ◽  
Direct To Consumer Advertising ◽  
The Capital Market

The authors aim to answer the following question: If the capital market reacts with abnormal stock returns to new product development success events, do these returns influence subsequent marketing decisions? Drawing on informational market feedback and managerial learning theories, the authors posit that when firms are uncertain about how responsive the product market will be to their marketing activities, signals received from the capital market help them update their beliefs about the product market’s responsiveness. In the pharmaceutical context, the authors decompose the abnormal returns at a new drug approval event into components that the firm can and cannot predict (i.e., predicted and unpredicted abnormal returns) and find that the postapproval advertising budget is larger when unpredicted abnormal approval returns are higher. Furthermore, this tendency is more pronounced for spending on detailing than for direct-to-consumer advertising. Consistent with these higher budgets, the authors find that postlaunch advertising is more effective when unpredicted abnormal approval returns are higher, particularly for detailing spending (vs. direct-to-consumer advertising). Overall, this study suggests that information flows from the capital market’s initial perceptions at new product introduction play an important role in subsequent marketing decisions in the product market.

A Cross-Team Framework of International Knowledge Acquisition on New Product Development Capabilities and New Product Market Performance

2005 ◽  
Vol 13 (3) ◽  
pp. 54-78 ◽  
Author(s):  
Janet Y. Murray ◽  
Mike C.H. Chao
Keyword(s):  
Competitive Advantage ◽  
Knowledge Acquisition ◽  
Multinational Corporations ◽  
New Product Development ◽  
Market Performance ◽  
Product Market ◽  
New Product ◽  
Product Introduction ◽  
Knowledge Resources ◽  
International Knowledge

Rapid new product developments (NPDs) have drastically changed the competitive landscape in the global economy. Because the time-to-market dimension of product introduction has become a crucial determinant of multinational corporations’ (MNCs’) competitive advantage, the ability of MNCs to exploit their knowledge globally across subsidiaries using cross-teams has become an important source of competitive advantage. Recognizing the crucial role of MNCs’ knowledge management in NPD, the authors develop a conceptual framework to investigate the antecedents and outcomes of international knowledge acquisition at the cross-team level. The framework suggests that though it is important to acquire necessary knowledge resources for NPD, managers must nurture an NPD project team's realized absorptive capacity to transform the acquired knowledge resources into NPD capabilities, which in turn affect new product market performance.

INNOVATION IN HEAVY CONSTRUCTION EQUIPMENT MANUFACTURING: AN EXPLORATORY STUDY

2006 ◽  
Vol 10 (02) ◽  
pp. 127-161 ◽  
Author(s):  
MURRAY R. MILLSON ◽  
DAVID WILEMON
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Support Groups ◽  
New Products ◽  
Product Market ◽  
New Product ◽  
Construction Equipment ◽  
Equipment Industry ◽  
Heavy Construction ◽  
Market Success

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.

Firm collaborative capability and new product development performance: the mediating role of heterogeneous knowledge acquisition

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Feng Zhang ◽  
Lei Zhu
Keyword(s):  
Product Development ◽  
Conceptual Framework ◽  
Knowledge Acquisition ◽  
New Product Development ◽  
New Product ◽  
Content Type ◽  
Types Of Knowledge ◽  
Npd Performance ◽  
Heterogeneous Knowledge

PurposeFrom the dynamic capability perspective, the aim of this paper is to develop a conceptual framework for collaborative capability, including scanning, relational skills and adaptation and to test the impact of each dimension on the acquisition of technological and marketing knowledge from partners. The conceptual framework also suggests that these two types of knowledge acquisition have different impacts on new product development (NPD) creativity and speed.Design/methodology/approachThis study builds a theoretical framework and tests it with survey data from 289 Chinese manufacturing firms.FindingsFirms with strong collaborative capability are identified to gain better knowledge acquisition from their partners and achieve higher NPD performance. While acquired technological knowledge has a greater effect on NPD creativity than acquired marketing knowledge, the latter has a greater effect on NPD speed. In addition, these two types of knowledge acquisition form different mediating paths between collaborative capability and NPD performance.Practical implicationsThis study not only underlines the important role of collaborative capability in facilitating knowledge acquisition, which in turn improves NPD performance, but also suggests that decision-makers should note the different roles of technological knowledge and market knowledge in influencing NPD performance.Originality/valueThese findings enrich the understanding of how firms enhance NPD performance by developing collaborative capability in a major emerging economy (i.e. China). In addition to demonstrating the differential effects of heterogeneous knowledge acquisition on NPD performance, different pathways of mediation through knowledge acquisition are also identified in the relationship between collaborative capability and NPD outcomes.

scholarly journals How to Improve the Quality and Speed of Green New Product Development?

Processes ◽  
2019 ◽  
Vol 7 (7) ◽  
pp. 443 ◽  
Author(s):  
Shi Yin ◽  
Baizhou Li ◽  
Xiaoyan Zhang ◽  
Meili Zhang
Keyword(s):  
Supply Chain ◽  
Product Development ◽  
New Product Development ◽  
Market Competition ◽  
New Product ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Research Framework ◽  
The Relationship

With the deep integration of supply chain with Internet and Internet of things, it is an important way for enterprises to win market competition and seek sustainable development to develop green new products through external green supply chain integration (GSCI). This study established a unified research framework of external GSCI, knowledge spiral (KS), green new product development (NPD), and top management’s environmental awareness (TMEA). Structural equation modeling and analytic hierarchy process are used to explore the mechanism of the established research framework. The research results of this paper are as follows: (i) Green supplier integration (SI) and green consumer integration (CI) have significant positive effects on green NPD speed (GS), green NPD quality (GQ), and KS, and KS has a significant positive effect on GS and GS, respectively. Compared with green CI, green SI has a greater impact on KS, GS, and GQ. In addition, compared with GS, KS has a greater impact on GQ; (ii) KS has a significant partial mediating effect in the relationship between green CI, GS, and GQ. Compared with GS, KS has stronger mediating effect between green CI and GQ. Compared with green SI, the equivalent KS capability is more significant in integrating green customer information; (iii) TMEA has a significant moderating effect on the relationship between KS, and GQ and has no significant moderating effect on the relationship between KS and GS. Future research will analyze the mediating effect of the four dimensions of KS in the relationship between external GSCM and the green NPD speed and green NPD quality.

Globalized Adoption of Knowledge Management in New Product Development: A Conceptual Framework

2021 ◽  
Vol 9 (3) ◽  
pp. 197-206
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
Conceptual Framework ◽  
New Product Development ◽  
Market Competition ◽  
New Product ◽  
Success Factor ◽  
The Impact ◽  
The Relationship

Objective - The article presents the concept between the relationship of knowledge management adoption in global new product development. The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management could reduce the project uncertainties, project life cycle costs, and risks of new product development. Since new product development is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of knowledge management towards new product development will be discussed in this paper. knowledge management are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Methodology/Technique - The paper embarks a conceptual review of present literatures which specifically address the perspectives of project management, and simultaneously explains the relationship between the knowledge management (namely knowledge creation, knowledge sharing, knowledge utilization and key success factor) and new product development. Finding - This research ascertains the conceptual framework that relate to knowledge management and new product development that contribute to increase the probability of project success in project management. Novelty - Present study aims to shed light on the existing knowledge of the organization can be evaluated by the actions of decision makers and introduce a conceptual framework that a better knowledge can lead to measurable efficiencies in production and product development. Type of Paper - Review Keywords: New product development; project management; knowledge management; globalization; competitiveness. JEL Classification: M11, O32

Research on Design Knowledge Acquisition of Manipulator Based on Adaptive Genetic Algorithm

2012 ◽  
Vol 591-593 ◽  
pp. 2376-2380
Author(s):  
Wei Wei Liu ◽  
Shu Ying Shen
Keyword(s):  
Genetic Algorithm ◽  
Product Development ◽  
Knowledge Acquisition ◽  
New Product Development ◽  
New Product ◽  
Design Knowledge ◽  
Adaptive Genetic Algorithm ◽  
Basic Principles ◽  
Mechanical Products ◽  
Crossover And Mutation

With the purpose of conducting new product development or designing variant product quickly, designers need to acquire relevant design knowledge and historical experience; thus, design knowledge acquisition arose at the historic moment. In the light of basic principles, characteristics and process of adaptive genetic algorithm, some kind of design knowledge in repository need to be disposed with a series of operations such as selection, crossover and mutation etc. And with the desired requirements of that kind of mechanical products, we could get the similar design or sometimes the 'perfect' solution in the knowledge base. In this essay, we take manipulator for example to acquire design knowledge; it not only validates the effectiveness of this method but also provides a new reference of design knowledge acquisition in new product development.

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