Myth of market needs and technology seeds as a source of product innovation — an analysis of pharmaceutical new product development in an anti-hypertensive product innovation

Technovation ◽  
2002 ◽  
Vol 22 (6) ◽  
pp. 353-362 ◽  
Author(s):  
Makoto Takayama ◽  
Chihiro Watanabe
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Market Needs

Factors Influencing Innovation and Industrial Performance in Chinese Manufacturing Industry

2017 ◽  
Vol 14 (06) ◽  
pp. 1750040 ◽  
Author(s):  
Nnaemeka Vincent Emodi ◽  
Girish Panchakshara Murthy ◽  
Chinenye Comfort Emodi ◽  
Adaeze Saratu Augusta Emodi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Export Performance ◽  
Patent Application ◽  
New Product ◽  
Factors Influencing ◽  
Industrial Performance

This study investigates the factors influencing the Chinese manufacturing industry’s innovation and industrial performance utilizing a panel data approach on a sample of Chinese manufacturing enterprises over the period of 2008–2013. The industries were grouped according to related sectors into five groups, a general group was also created which included the whole data sample. The study found that research and development (R&D) expenditure positively influenced the growth of product innovation and industrial performance, but not necessarily knowledge innovation and export performance. Also, expenditure on new product development had a positive impact on both innovation and industrial performance. The growth of patent application was discovered to be influenced by an R&D project and foreign patent license. Finally, the number of enterprises and firm size (i.e. number of employees) contributed positively to the industrial output performance. The findings suggest that industrial R&D and new product development influences the success of product innovation and sales performance. The study recommends that the government should set up policies that will stimulate industrial R&D, while supporting technology transfers from foreign partners. Most importantly, government policies on the development of the industry should be addressed on a sectorial level and not a “one-size-fit-all” type of policy.

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

scholarly journals Characterization of Food Product Innovation Practices with Reference to Functional Food Product Development in Singapore

2017 ◽  
Vol 5 (2) ◽  
Author(s):  
Rao Sanaullah Khan ◽  
Saw Lin Kiat ◽  
John Mark Grigor
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Functional Food ◽  
Product Innovation ◽  
Functional Foods ◽  
Food Product ◽  
New Product ◽  
Group 2 ◽  
Food Product Development ◽  
Group 1

Functional foods, being one of the major food categories of the global health and wellness market, are becoming a major focus of new product development (NPD) in the food industry. The development of functional foods is more complex than traditional food New Product Development (NPD), calling for a concerted effort from researchers and NPD experts to explore and understand the functional food product development (FFPD) process in more detail.  The current research in this field has reported that there is a need to evolve from a traditional NPD approach, towards an integrative and innovative approach involving cooperative networks and techniques of commercialization. However, there is little practical evidence on how much progress has been made to date.  Therefore, this research was designed to investigate the food product innovation process of food manufacturing in the Asia-Pacific region (Singapore) with reference to functional foods development. Results report on a comparative account of NPD practices between registered Singapore food companies that are doing some sort of functional food development (Group 1) and those that are not (Group 2). A significant difference (P<0.05) in the aims and mode of NPD between Group 1 and Group was observed. Further it was observed that food companies in Group 1 have significantly (P<0.05) more diverse external collaborations with broad aims to collaborate, in comparison with food companies in Group 2.  This is a positive step toward developing an external resource base, which is essential in developing functional foods. This attitude should be encouraged in future innovation polices as being critical to value-added food product innovations in Singapore.  Apart from these differences, food companies are still pursuing a traditional NPD approach (independent and closed NPD); with loose Intellectual Property protection practices irrespective of type of innovation activity. There is a need to create awareness among the stakeholders about the factors needed for developing unique and inimitable resources, and dynamic capabilities in food manufacturing. 

MAKE-TO-CONCEPT: A "SOLUTION-BASED" APPROACH TO COMPLEX NEW PRODUCT DEVELOPMENT

2011 ◽  
Vol 15 (02) ◽  
pp. 279-301 ◽  
Author(s):  
LIHONG ZHANG ◽  
DAVID BRYDE ◽  
JOANNE MEEHAN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Process Development ◽  
New Product ◽  
Process Optimisation ◽  
System Specification ◽  
Research Findings ◽  
The Uk ◽  
Business Customers

Achieving close and on-going co-ordination between the various stakeholders involved in the product design and process development has been a main issue in complex new product development (CoNPD). Challenges arise in balancing product innovation and process optimisation, particularly when business customers place an order with a requirement featured as open system specification (OSS). This paper examines CoNPD projects in two international engineering companies based in the UK. The aim is to explore the use of specification management, with a particular focus on the project stakeholders that are both internal and external to the companies. Analysis of the data reveals issues associated with how the stakeholders interact to: manage the risks of associated with OSS projects, develop solution-based approaches and deal with the novelty of technology integration. The research findings provide evidence for a make-to-concept specification management process for contracted CoNPD projects. In doing so, the paper makes a contribution towards developing an approach to solution-oriented businesses that is informed by a rich understanding of how project stakeholders work together to manage CoNPD projects.

scholarly journals Analytic Hierarchy Process for New Product Development

10.5772/56816 ◽  
2013 ◽  
Vol 5 ◽  
pp. 42 ◽  
Author(s):  
Elisa Battistoni ◽  
Andrea Fronzetti Colladon ◽  
Laura Scarabotti ◽  
Massimiliano M. Schiraldi
Keyword(s):  
Product Development ◽  
Analytic Hierarchy Process ◽  
New Product Development ◽  
Methodological Approach ◽  
New Product ◽  
Analytic Hierarchy ◽  
Potential Consumer ◽  
Market Needs ◽  
The One ◽  
Hierarchy Process

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.

scholarly journals Mastering the dynamics of apparel innovation

2004 ◽  
Author(s):  
Christian Simoni
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
The Other ◽  
Brand Identity

This book focuses on product innovation and new product development in the fiber-textile-apparel filière. Since fashion movements shape the filière and its companies' evolution, practices of forced obsolescence and the launch of a steady stream of apparel innovations are to be considered among the major competitive levers entrepreneurs and managers must strategically master, consistently with the other main variables that contribute to build and comunicate the brand identity.

scholarly journals New Product Development: The Perspective of SMES in Malaysia

2021 ◽  
Vol 12 (2) ◽  
Author(s):  
Siti Sarah Omar ◽  
◽  
Nazarudin Bujang ◽  
Ahmed Salleh Ahmed Saif Al Shameri ◽  
Mohd Fikirudin ◽  
...  
Keyword(s):  
Economic Growth ◽  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Quantitative Method ◽  
New Product ◽  
Marketing Strategies ◽  
Medium Enterprise ◽  
Competitive Forces

Small Medium Enterprise (SMEs) are growing rapidly in Malaysia and are the backbone of economic growth. Until today, there are more than 1 million SMEs company registered. The purpose of this research is to determine the best competitive forces and the best practices of New Product Development (NPD). The Porter’s Five Forces Theories or dimensions have been used to determine the competitive forces which is effective for new product development. The targeted population was the top level SME companies in the Southern Region of Malaysia and they are the producer of food and beverages. Data have been collected from 40 top level managers of the selected SME companies using quantitative method. The findings revealed that the best NPD practice is the commercialization, while the best sales competitive forces is threat of substitutes. The owners of the SMEs are recommended to transform their marketing strategies and product innovation to achieve their target and success in the future.

Innovation Landscape Idea to Product Development

2016 ◽  
pp. 358-369
Author(s):  
Alok Kumar Goel ◽  
Puja Singhal
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Entrepreneurial Orientation ◽  
Product Innovation ◽  
Small And Medium Enterprises ◽  
New Product ◽  
Small Scale ◽  
Innovation Ecosystem ◽  
Medium Enterprises ◽  
Policies And Practices

This study seeks to address various phases, challenges and the principles influencing transforming an idea into a product innovation. This study is particularly relevant in light of the driving role given to small scale enterprises by the supporting policies and practices in the process of transforming India into an innovation-oriented nation and leading ‘Make in India' program. Based on a multi-disciplinary the framework discussed in this study highlights a number of internal processes and external network attributes, their interactions and moderating relationships as related to their impact on Indian small scale enterprises' product innovation capabilities. This study offers an overview of the factors that affect product innovation capabilities, with particular reference to entrepreneurial orientation of Indian Small and Medium Enterprises (SMEs). This study showcase provocative views that considers the concept of innovation ecosystem and new product development central to its philosophy and objectives.

Empirically Testing Factors Increasing Manufacturing Product Innovation Success

2018 ◽  
Vol 15 (02) ◽  
pp. 1850019 ◽  
Author(s):  
Tor Guimaraes ◽  
Ketan Paranjape ◽  
Mike Cornick ◽  
Curtis P. Armstrong
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Absorptive Capacity ◽  
Product Innovation ◽  
Innovation Process ◽  
New Product ◽  
Competitive Intelligence ◽  
Strategic Leadership ◽  
Management Of Technology ◽  
Proposed Model

Purpose: Important determinants of new product development success fall into five main areas encompassing strategic leadership, competitive intelligence, management of technology, specific characteristics of the company's innovation process, and the company's absorptive capacity to use available knowledge to produce and commercialize new products. Unfortunately the existing knowledge on each of these five areas is not being shared by researchers in the other areas, thus the models are focused on the particular research area. This study tests these constructs as a set of determinants of product innovation success. Design/methodology/approach: A field test using a mailed questionnaire to collect a relatively large sample of manufacturing companies has been used to test the proposed model. To eliminate possible multicollinearity among the independent variables, a multivariate regression analysis was used. Findings: The results provide clear evidence about the importance of competitive intelligence, strategic leadership, competitive intelligence, management of technology, specific characteristics of the company's innovation process, and company absorptive capacity with company success in new product development. Research limitation/implications: Despite the relatively broad scope of the proposed model, other factors may also be important and should be included in future studies. Practical implications: The items used for measuring the main constructs provide further and more specific insights into how managers should go about developing these areas within their organizations. Originality/value: While the study is grounded in the literature of what until now have been five separate areas of knowledge, it proposed a unique integrated model for these areas important to new product development.

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