UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS

2004 ◽  
Vol 13 ◽  
pp. 725-780 ◽  
Author(s):  
A WOODSIDE ◽  
G SPECHT ◽  
H MUHLBACHER ◽  
C WAHLBIN
Keyword(s):  
New Product ◽  
Product Performance ◽  
High Tech ◽  
Industrial Firms ◽  
New Product Performance

scholarly journals Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance

2017 ◽  
Vol 32 (8) ◽  
pp. 1038-1050 ◽  
Author(s):  
Nima Heirati ◽  
Aron O’Cass ◽  
Phyra Sok
Keyword(s):  
New Product Development ◽  
New Product ◽  
Product Performance ◽  
Hierarchical Regression ◽  
High Tech ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
New Product Performance ◽  
High Technology Firms ◽  
Resource Conditions

Purpose Organizational ambidexterity is argued to be a prerequisite for successful new product development, especially for firms operating in highly competitive emerging markets. Despite growing attention to the importance of ambidexterity, the conditions under which specific forms of ambidexterity are more or less beneficial to new product performance (NPP) remain unclear. This study aims to investigate the contingent value of two specific resource conditions that favor the pursuit of the balanced dimension versus combined dimension of ambidexterity to achieve superior NPP. Design/methodology/approach Survey data were drawn from a sample of 156 high-tech large firms operating in the Middle East and tested through a hierarchical regression analysis. Findings This study highlights the important role of slack resources and social networking capability in enhancing the benefits of the combined dimension of ambidexterity over the balanced dimension of ambidexterity to drive NPP. Originality/value This study extends prior research which has mainly examined organizational characteristics that facilitates organizational ambidexterity and sheds light on the specific resource conditions under which high-technology firms operating in an emerging economy should pursue balanced dimension of ambidexterity or combined dimension of ambidexterity to achieve superior NPP.

STRATEGIC GIVENS IN NEW PRODUCT DEVELOPMENT: UNDERSTANDING CURVILINEAR EFFECTS ON NEW PRODUCT PERFORMANCE

2017 ◽  
Vol 21 (01) ◽  
pp. 1750010 ◽  
Author(s):  
NICOLAS A. ZACHARIAS ◽  
RUTH MARIA STOCK ◽  
SUBIN IM
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Customer Orientation ◽  
Nonlinear Effects ◽  
New Product ◽  
Product Performance ◽  
High Tech ◽  
Linear Effect ◽  
New Product Performance ◽  
Top Managers

Although top managers’ direct influence on new product development (NPD) projects may not be evident, managers frame the conditions surrounding such projects by determining the strategic directions and managing the context for a firm’s innovation activities. Drawing on strategic leadership theory and effectuation logic, this study proposes nonlinear effects of three important strategic givens determined by top managers that represent key levers to frame firms’ NPD: customer orientation, encouragement to take risks, and autonomy. Multi-informant data from top-level marketing managers and project managers in multiple U.S. high-tech industries indicate optimal levels for each strategic given. A moderate level of customer orientation is optimal for new product performance (inverted U-shaped relationship); new products also perform best when managers support very low or high levels of autonomy (U-shaped relationship). In contrast with a predicted curvilinear effect, managers’ encouragement of risk taking actually exerts a positive linear effect on new product performance.

The role of product lean launch in customer relationships and performance in the high-tech manufacturing industry

2015 ◽  
Vol 35 (8) ◽  
pp. 1207-1223 ◽  
Author(s):  
Tun-Chih Kou ◽  
Bruce C. Y. Lee ◽  
Chiou-Fong Wei
Keyword(s):  
Manufacturing Industry ◽  
New Product ◽  
Product Performance ◽  
Customer Relationship ◽  
High Tech ◽  
Content Type ◽  
Marketing Performance ◽  
New Product Performance ◽  
Senior Management Involvement ◽  
And Behavior

Purpose – Most new product research for the past two decades has focussed on new product development and product innovation. Only a few product launches have been discussed in specific fields. The purpose of this paper is to fill the literature gap regarding enhanced product launch performance by using the customer relationship. Design/methodology/approach – From the contract manufacturer’s perspective, the authors propose that the customer relationship and senior management involvement affects lean launch execution. The customer relationship includes both cooperativeness and behavior monitoring. Studies have suggested that a lean launch exerts a direct influence on new product performance and marketing performance. We used a questionnaire to collect data to test the postulated research model and hypotheses from project, account, and purchasing managers in the high-tech manufacturing industry. Findings – The results provided compelling evidence that the customer relationship exerts a positive effect on lean launch, which in turn exerts a positive effect on new product performance. Although lean launch execution affected marketing performance through new product performance, the direct effect on marketing performance was non-significant. Senior management involvement exerted an indirect influence on lean launch performance through cooperativeness. Originality/value – This paper suggests and empirically tests a model to explain how contract manufacturers manage brand-customer relationship through cooperativeness and behavior monitoring, leading to higher levels of lean launch execution toward new product performance.

scholarly journals Customer orientation on new product activities and performance from the contract manufacturer’s viewpoint

2014 ◽  
Vol 45 (3) ◽  
pp. 111-120 ◽  
Author(s):  
B. C.Y. Lee ◽  
F. T.C. Kou
Keyword(s):  
Product Development ◽  
Customer Orientation ◽  
New Product ◽  
Product Performance ◽  
Superior Performance ◽  
Product Launch ◽  
High Tech ◽  
Product Innovativeness ◽  
New Product Performance ◽  
Development Capability

Studies have suggested the positive effect of customer orientation on superior performance. However, these studies have not shown how to covert customer orientation into superior performance through new product development (NPD)activities. The purpose of this study was to fill the gap between customer orientation and new product performance and elucidate the mediating influence of product launch, product development capability, and innovativeness on therelationship between customer orientation and new product performance. From the contract manufacturer’s perspective, it was proposed that customer orientation toward new product performance affects NPD activities. Focus was placed on product launch because the launch stage is the most expensive and riskiest aspect of NPD activities. Focus was also given to product development capability, which facilitates superior product performance. Product innovativeness also plays a crucial role in building competitive advantage. NPD activities include product launch, product development capability, and product innovativeness. We used a questionnaire to collect data to test the postulated research model and hypotheses from project, account and product managers in the high-tech industry. The results demonstrated the strong positive effectof customer orientation on NPD activities, and NPD activities play crucial roles as mediators between customer orientation and new product performance.

How to improve new product performance through customer relationship management and product development management: evidence from China

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jianhui Yan ◽  
Yu Zheng ◽  
Jiaxin Bao ◽  
Chongyu Lu ◽  
Yanhui Jiang ◽  
...  
Keyword(s):  
Product Development ◽  
Emerging Economies ◽  
New Product ◽  
Product Performance ◽  
Customer Relationship ◽  
High Tech ◽  
Content Type ◽  
New Product Performance ◽  
Market Turbulence ◽  
Strategic Issue

Purpose This paper aims to investigate how to improve new product performance in turbulent circumstances of emerging economies. Design/methodology/approach This paper used regression analysis to examine the performance impact of customer relationship management (CRM) and product development management (PDM) concentration strategy in new product development (NPD). A detailed contingent analysis of the market and institutional environments in emerging economies is also conducted based on a survey of 114 Chinese high-tech manufacturers. Findings The research findings show that PDM has a stronger positive effect on new product performance than CRM in emerging economies and that the contingent effects of the market and institutional environment vary. More specifically, technological turbulence and enforcement inefficiency can positively moderate the relationship between CRM and new product performance, whereas the moderating effect of market turbulence on CRM is negative. Meanwhile, enforcement inefficiency negatively moderates the effect of PDM on new product performance, while the moderating effect of market turbulence on PDM is positive. Research limitations/implications This paper is limited to a survey of high-tech manufacturing enterprises in China. Further research should continues to explore and document the strategic issue about NPD in emerging economies by longitudinal study. Originality/value This paper contributed to theoretical and practical initiatives on the strategic issue of NPD and provided firms a further understanding of how to select the right NPD strategy in emerging economies to improve new product performance.

Sign in / Sign up

Export Citation Format

Share Document