Differential leadership, team conflict and new product development performance

2016 ◽  
Vol 10 (3) ◽  
pp. 544-558 ◽  
Author(s):  
Jianming Zhou ◽  
Shuo Liu ◽  
Xinsheng Zhang ◽  
Ming Chen
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Task Conflict ◽  
Relationship Conflict ◽  
High Tech ◽  
Content Type ◽  
Team Conflict ◽  
Team Task ◽  
The Relationship

Purpose The purpose of this paper is to investigate the impact of native Chinese R&D team directors’ differential leadership on team performance, so as to understand whether and how the directors’ differential leadership impacts team conflict, whether and how team conflict impacts new product development performance of the R&D team and whether team conflict plays full mediation on the relationship between directors’ differential leadership and new product development performance. Design/methodology/approach A literature review on differential leadership and team conflict provided the model and hypothesis. Two-wave data collected from 103 directors and 344 subordinates from 103 R&D teams of high-tech enterprises from China’s Pearl River Delta Area were used as empirical study samples. Hierarchical multiple regression analysis was conducted to test the model and hypothesis. Findings First, the team director’s differential leadership would cause significant team relationship conflict and team task conflict in the R&D team. Second, team relationship conflict and team task conflict would produce significantly bad new product development performance in the R&D team. Third, team relationship conflict would significantly mediate the relationship between the team director’s differential leadership and the team’s new product development performance. Research limitations/implications To yield broader conclusions and to show to that the results can be replicated in other areas or in other types of organizations, further empirical research should expand the sampling by choosing high-tech enterprises from Beijing and Shanghai that have strong innovative abilities. Moreover, to extend the differential leadership theory, few more related variables of consequences, such as team communication, team cooperation and team knowledge share, should be included in future studies. Practical implications In general, the native Chinese R&D department director needs to try their best to avoid the use of differential leadership style. In addition, reasonable incentive measures, promotion mechanisms and fair team work culture are needed so as to reduce the negative impact from the director’s differential leadership. Originality/value The paper is original in its investigation on how Chinese indigenous organizational factor – differential leadership – influences the R&D team’s conflict and new product development performance, and provides theoretical contribution and managerial implications for the R&D team management.

Entrepreneurial orientation, new product development and firm performance: the moderating role of legitimacy in Chinese high-tech SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yunqing Liu ◽  
Min Wang
Keyword(s):  
Firm Performance ◽  
Product Development ◽  
New Product Development ◽  
Entrepreneurial Orientation ◽  
Transition Economy ◽  
New Product ◽  
High Tech ◽  
Content Type ◽  
The Relationship

PurposeThis paper examines the relationship of entrepreneurial orientation (EO), new product development (NPD), legitimacy (political and market) and firm performance (FP). The authors investigate how and when EO improves FP in high-tech small and medium-size enterprises (SMEs).Design/methodology/approachThe paper formulates 5 hypotheses from literature review and theoretical deduction. The hypotheses are tested using ordinary least squares (OLS) regression with data collected from 219 randomly selected SMEs operating in high-tech industries of China.FindingsThe findings show that the mechanism of EO improve FP in high-tech SMEs by considering NPD as a mediator and legitimacy as moderators: (1) NPD plays a mediating role in the relationship between EO and FP, (2) market legitimacy (ML) positively moderating the effect of EO on FP and (3) both political legitimacy (PL) and ML positively moderating the effect of NPD on FP.Research limitations/implicationsFor the limitations, the firms the authors’ surveyed are SMEs that are not listed companies, which cause some limitations. For the implications, the authors propose some recommendations based on the findings to help Chinese SMEs to enhance performance.Originality/valueThe existing research on EO–FP linkage remains elusive findings. The paper reconciled the inconsistency by providing a nuanced mechanism of how EO promotes FP in high-tech SMEs of Chinese transition economy. By explain the important role of NPD in high-tech SMEs, the findings shed light on the mediators between EO and FP and the moderators. By emphasize the different role of ML and PL in determining EO–FP and NPD–FP linkages, the findings illustrate the peculiarity of contingency factors in a transition economy.

Improving new product development performance by risk management

2016 ◽  
Vol 31 (3) ◽  
pp. 418-425 ◽  
Author(s):  
Mehran Salavati ◽  
Milad Tuyserkani ◽  
Seyyede Anahita Mousavi ◽  
Nafiseh Falahi ◽  
Farshid Abdi
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Small Sample Size ◽  
New Product ◽  
Small Sample ◽  
Content Type ◽  
Total Performance ◽  
The Relationship ◽  
Npd Performance

Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.

Influential Factors for Team Reflexivity and New Product Development

2017 ◽  
Vol 48 (3) ◽  
pp. 20-40 ◽  
Author(s):  
Wann-Yih Wu ◽  
Adriana A. Amaya Rivas ◽  
Ying-Kai Liao
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Influential Factors ◽  
Relationship Conflict ◽  
Cognitive Fit ◽  
Team Members ◽  
Team Conflict ◽  
Management Perspective ◽  
Cognitive Fit Theory

Despite the important influence of team reflexivity on new product development (NPD) success, a thorough analysis of its key antecedents, mediators, and moderators is lacking in the literature. Using cognitive fit theory, knowledge management perspective, justice theory, and self-verification theory, this study proposed that existing knowledge, task familiarity, and procedural justice are three of the vital factors that lead to NPD success by encouraging team reflexivity. This study also examined the effects of team conflict on team reflexivity and NPD success. Survey data were collected from 254 NPD team members, and these data were then analyzed using the PROCESS Macro from SPSS and the partial least squares (PLS) approach. The results of this study showed that the three aforementioned factors play a significant role in NPD success. The importance of team conflict was then examined, and the results showed that when relationship conflict is higher, the effect of team reflexivity on NPD success tends to be weaker.

The role of innovation capability in the relationship between marketing capability and new product development: evidence from the telecommunication sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdulqadir Rahomee Ahmed Aljanabi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
Theoretical Perspective ◽  
New Product ◽  
Innovation Capability ◽  
Marketing Capability ◽  
Telecommunication Sector ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to examine the relationships between marketing and innovation capabilities and new product development (NPD), including the potential mediating and moderating roles of innovation capability (IC) in the relationship between marketing capability (MC) and NPD.Design/methodology/approachData were collected from telecommunication firms operating in the Kurdistan region of Iraq using a self-administered questionnaire. Of 556 distributed questionnaires, 272 were returned and used for statistical analysis. To analyze the data, a structural equation model (SEM) was developed to test both measurement and structural models.FindingsBoth innovation capability and marketing capability positively impact NPD. Furthermore, IC not only strengthens the relationship between MC and NPD but also serves as a mechanism enabling this relationship.Originality/valueThis study offers NPD researchers a deeper understanding of the capabilities that may affect the NPD process. From a theoretical perspective, previous studies focused exclusively on IC and MC separately and thus did not capture the relationships between these antecedents and NPD. Another valuable contribution of this study to the NPD literature is the inclusion of different roles of IC within the frame of MC and NPD. For practitioners, this study outlines novel combinations of antecedents leading to better levels of NPD.

Does supplier involvement enhance financial performance? The encapsulation effects of product modularity and smartness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yu Wang ◽  
Tao Jia ◽  
Jinliang Chen ◽  
Qiujun Chen
Keyword(s):  
Problem Solving ◽  
Product Development ◽  
Financial Performance ◽  
New Product Development ◽  
New Product ◽  
High Tech ◽  
Content Type ◽  
Product Modularity ◽  
Supplier Involvement ◽  
The Impact

Purpose This study aims to explore the conditional relationships between supplier involvement and financial performance. From a problem-solving perspective, this study takes the focal firm as a problem-solving system. It is postulated that supplier involvement enhances financial performance by helping solve complex problems of new product development. Furthermore, product modularity and smartness are considered contingent factors to clarify the boundary conditions. Design/methodology/approach The ordinary least squares regression was conducted to test the hypotheses based on survey data from 136 high-tech firms in China. Findings Supplier involvement is positively related to financial performance. Product modularity weakens the impact of supplier involvement on financial performance. Furthermore, product smartness strengthens the negative influence of product modularity on the relationship between supplier involvement and financial performance. Originality/value This study combines supplier involvement with product attributes. It takes a problem-solving perspective to rethink suppliers’ roles in new product development as problem-solvers rather than resource holders. Furthermore, this study advances the encapsulation effects of product modularity and smartness to influence the supplier involvement–financial performance link.

The mediation effects of team information processing on new product development success: revising the role of innovation orientation and team unlearning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adriana Andrea Amaya ◽  
Wann-Yih Wu ◽  
Ying-Kai Liao
Keyword(s):  
Information Processing ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Underlying Mechanism ◽  
High Tech ◽  
Mediation Effects ◽  
Content Type ◽  
Processing Theory

PurposeAlthough previous studies noted the importance for organizations in establishing an innovation strategy, few have examined innovation orientation as a multidimensional knowledge configuration. Therefore, this study draws on the valuable theoretical underpinnings of the resource-based view and information processing theory to examine the mechanism through which an organization's innovation orientation (IO) and team unlearning (TU) can impact new product development (NPD) success.Design/methodology/approachA causal model was developed in order to analyze the role of innovation orientation and team unlearning on NPD success. This proposed model and several hypotheses were gauged using data from 255 NPD team members from Taiwanese high-tech and traditional companies.FindingsThe results indicate that both IO and TU relate to outcomes. Specifically, this study demonstrates that it is insufficient that firms simply establish the configurations needed to enhance their IO and TU, firms also need to find out the correct mechanism to enhance NPD success. The relationships between IO, TU and NPD success were fully mediated by team information processing.Originality/valueThis report sheds light on the importance of innovation orientation and team unlearning in today's NPD process and uncovers the underlying mechanism through which IO and TU contribute to NPD success. It also offers precise advice for the assessment of management of team information-processing to boost the performance of new products.

Conflict Management Styles and Interpersonal Conflict Between Marketing and R&D Personnel During the New Product Development Process

2017 ◽  
Vol 14 (06) ◽  
pp. 1750034 ◽  
Author(s):  
Chonlatis Darawong
Keyword(s):  
Product Development ◽  
Conflict Management ◽  
New Product Development ◽  
Interpersonal Conflict ◽  
New Product ◽  
Management Style ◽  
Task Conflict ◽  
Product Development Process ◽  
Relationship Conflict ◽  
Conflict Task

This paper investigates the direct impact of conflict management style on two types of interpersonal conflict: task and relationship conflict between marketing and R&D personnel during the new product development (NPD) process. The findings add to the structural contingency perspective pertaining to the study of conflict and provide a wider view of the beneficial role of conflict at the interpersonal level. The results show that task conflict is positively influenced by dominating and integrating styles, but is negatively influenced by a compromising style. In addition, relationship conflict is positively influenced by a dominating style but negatively influenced by integrating, obliging, and compromising styles. Key implications for marketing and R&D personnel are that they should typically use an integrating style in order to gain benefit from task conflict. However, they should avoid or compromise with a dominating person in order to minimize destructive outcomes from relationship conflict.

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.

Internationalization, dynamic environments and new product development

2017 ◽  
Vol 21 (3) ◽  
pp. 224-255
Author(s):  
Keon Bong Lee ◽  
Suk Bong Choi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Positive Impact ◽  
New Product ◽  
International Market ◽  
Dynamic Environments ◽  
Content Type ◽  
The One ◽  
The Relationship

Purpose The purpose of this paper is to explore when and how Korean firms learn from internationalization to develop new competencies to serve an international market. Design/methodology/approach This study adopted a contingency perspective to examine the relationship between organizational coordination and organizational implementation capabilities. A conceptual framework was tested based on data obtained from Korean firms. Findings The results suggested a discrepancy between the direct and indirect influences of internationalization. On the one hand, there is an inverted U-shaped pattern in the direct relationship between internationalization and organizational implementation capabilities; that is, high levels of internationalization may reduce organizational implementation capabilities. On the other hand, the evidence for a U-shaped moderation suggests that high levels of internationalization can help a firm become capable of amplifying the value of cross-functional coordination in organizational implementation capabilities. In addition, technological changes weaken the positive impact of organizational coordination on organizational implementation capabilities. Research limitations/implications Empirical research on the role of internationalization and dynamic environments in the context of new product development (NPD) affirms the importance of testing the curvilinear moderation beyond a linear two-way interaction. Practical implications The present study offers insights into the importance of high levels of internationalization in enabling Korean firms to create effective cross-functional coordination to serve an international market with new products. Originality/value This is the first review focusing on the role of internationalization in NPD.

Open creative workspaces impacts for new product development team creativity and effectiveness

2019 ◽  
Vol 21 (4) ◽  
pp. 290-306 ◽  
Author(s):  
Hélène Sicotte ◽  
Andrée De Serres ◽  
Hélène Delerue ◽  
Virginie Ménard
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Team Effectiveness ◽  
New Product ◽  
Development Project ◽  
Multidisciplinary Teams ◽  
Team Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to further explore the relationship between new product development project teams and their workspace regarding the impact of the physical (space variety, indoor environmental quality, large meeting room, workstation) and sociotechnical environments (project commitment, IT environment) on their creativity and effectiveness. Design/methodology/approach The authors gathered data on an enterprise’s ten multidisciplinary teams operating in diverse workspaces by four means: over 40 interviews and four months of observation, secondary data and a survey with 645 responses. Findings For teams co-located on site and abroad, employees express that proximity in open space is paramount even considering the augmented density. The relationship between team effectiveness and team creativity is strong and bidirectional (correlationβ = 0.40****), but the patterns of relationship between these two variables and certain dimensions of the physical and sociotechnical environment are different. There is a positive and direct impact on team effectiveness, but to a lesser degree on creativity which, in turn, positively influences team effectiveness. Moreover, creativity intervenes (mediator variable) between project commitment, satisfaction with large meeting rooms and the IT environment on their relationship with team effectiveness. When the authors added a direct link between the variables and team effectiveness, the model explains 47.1 per cent of the variance. Research limitations/implications The scope of the data is somewhat limited by the time that the company and its teams could allocate to this paper. Practical implications The arrangement of space reinforces employees’ sense of belonging to their team as measured by project commitment which along with satisfaction with the large meeting rooms and IT environment influence both team effectiveness and creativity. Managers could consider these three elements as levers for action. Space variety (or balanced layout) is also a way to support team creativity. Originality/value Even if open spaces are frequently used, the literature on creative spaces is dedicated mainly to an individual. This paper delivers some results and evidence on the concrete and simultaneous impacts of the workspaces on creativity and effectiveness of multidisciplinary new product development (NPD) team.

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