scholarly journals The strategic innovation under information technological turbulence: the role of organisational resilience in competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aluisius Hery Pratono
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Competitive Strategy ◽  
Marketing Communication ◽  
Content Type ◽  
Empirical Results ◽  
Technological Turbulence ◽  
Strategic Innovation ◽  
The Impact

Purpose This study aims to propose a structural model drawing from the theoretical literature, extending the relative research fields to the competitive strategy. The empirical results involve data collection of 582 data that represents various enterprises in the Indonesian context. The authors develop four scenarios of strategic innovation based on the empirical findings, which extend the discussion on the concept of competitive strategy. Design/methodology/approach This paper aims to examine the impact of organisational resilience and marketing communication on competitive advantage through new product development under information technological turbulence. Findings The results indicate that product development is less effective to firm competitive advantage during the high information technological turbulence than during low information technological turbulence. This study shows that organisational resilience and marketing communication help firms achieve a competitive advantage. The authors also identify four scenarios for strategic innovation, drawing from empirical results. Originality/value This paper extends the literature of resource-based views by proposing a model that concerns product development as the primary determinant of competitive advantage. In addition, this study discusses the intersection between the concept of dynamic capability and contingency theory by examining how firms deal with information technological turbulence.

scholarly journals Innovation strategy beyond the COVID-19 pandemic: the role of trust under disruptive technology

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aluisius Hery Pratono
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Risk Taking ◽  
Innovation Strategy ◽  
Disruptive Technology ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

Purpose This paper aims to understand how firms promote innovation under disruptive technology by exploring the role of trust and risk-taking behaviour in enhancing product development towards competitive advantage. Design/methodology/approach This study proposes a structural equation model that entails seven hypotheses for the constructs and their relationship with support from the previous literature. The empirical analysis involves a survey of the 390 small firms in Indonesia to generate four scenarios following the COVID-19 pandemic. Findings The evidence indicates that trust allows the firms to take a risk for new product development, which is, in turn, help to achieve their competitive advantage. However, the impact of product development on competitive advantage varies depending on the capability of the firms to deal with the information technological turbulence. Research limitations/implications This study adopted the concept of trust at the organisational level and did not cover the concept of trust at the family and community levels. Secondly, this study focusses on small and medium-sized enterprises as unit analysis during the COVID-19 pandemic. The results depend on the subject of study, which could be different from the normal condition. Practical implications This study provides four scenarios of foresight innovation strategy, which allow the firms to deal with various plausible futures. The proposed model devise strategies to prepare a strategy in the face of uncertainty. The findings encourage the firms to cultivate trust from their business partners to create innovation. Originality/value This study extends the discussion on how innovativeness leads to firm competitive advantage by examining the role of trust and risk-taking behaviour in product development under information technological turbulence. The results confirm the integration between social capital theory and the contingency approach.

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 A multi-dimensional approach for managing open innovation in NPD

2017 ◽  
Vol 37 (10) ◽  
pp. 1366-1385 ◽  
Author(s):  
Hanna Bahemia ◽  
Brian Squire ◽  
Paul Cousins
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Three Dimensions ◽  
Longitudinal Impact ◽  
Product Innovativeness ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

Purpose This paper explores openness within new product development (NPD) projects. The purpose of this paper is to examine the impact of breadth, depth and partner newness on product innovativeness and product competitive advantage. The authors also seek to examine the contingent effects of the appropriability regime. The authors make suggestions to academics and practitioners based on the findings. Design/methodology/approach The authors use a structured survey instrument producing an empirical analysis of 205 NPD projects in the manufacturing sector in the UK. The authors use an ordinary least squares regression model to test hypothesised relationships between openness (breadth, depth and partner newness), product innovativeness, product competitive advantage and the appropriability regime. Findings The authors find that each of the three dimensions of openness, depth, breadth and partner newness, have a significant but differing impact on product innovativeness. Specifically, the study indicates that breadth has a positive effect but only in the presence of a strong appropriability regime, partner newness has a direct positive effect, and depth a direct negative effect. The authors also find that product innovativeness has a positive impact on product competitive advantage. Research limitations/implications Further research should focus on replicating the findings in other countries, search for further moderating factors, such as the stage of the NPD process, and analyse the longitudinal impact of openness within NPD projects. Practical implications Organisations are encouraging managers to be more open in their approach to NPD. The authors’ findings suggest that managers need to think about the three dimensions of openness, breadth, depth and partner newness. Their engagement with each of these dimensions depends on the desired outcomes of the innovation project and the strength of patents. Originality/value The research extends the extant supplier involvement in new product development literature to examine the effect of up to 11 types of external actor in NPD projects. The authors test a new multi-dimensional measurement scale for the openness construct. The authors show that each dimension has a different relationship with product innovativeness.

The impact of business analytics capability on data-driven culture and exploration: achieving a competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Najah Almazmomi ◽  
Aboobucker Ilmudeen ◽  
Alaa A. Qaffas
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Data Driven ◽  
Business Analytics ◽  
Content Type ◽  
The Impact ◽  
Analytics Capability

PurposeIn today's business setting, the business analytic capability, data-driven culture and product development features are highly pronounced in light of the firm's competitive advantage. Though widespread attention has been given to the above concepts, there hasn't been much research done on how it could support achieving competitive advantage.Design/methodology/approachThis research strongly lies on the theoretical background and empirically tests the hypothesized relationships. The primary survey of 272 responses was analysed by using the partial least squares structural equation modelling (PLS-SEM).FindingsThe findings of this study show a significant relationship for the constructs in the research model except for the third hypothesis. Accordingly, the firm's data-driven culture does not have a significant impact on new product newness.Originality/valueThis study empirically tests the business analytics capability, data-driven culture, and new product development features in the context of a firm's competitive advantage. The findings of this study contribute to the theoretical, practical and managerial aspects of this field.

scholarly journals Early supplier integration in the US defense industry

2019 ◽  
Vol 3 (1) ◽  
pp. 2-28 ◽  
Author(s):  
Garrett Lane Cohee ◽  
Jeff Barrows ◽  
Rob Handfield
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Defense Industry ◽  
Supplier Management ◽  
Project Performance ◽  
Content Type ◽  
Goods And Services ◽  
Supplier Integration ◽  
The Us ◽  
The Impact

Purpose Each year, the US defense industry outsources nearly $400 bn of domestic goods and services through competitive bids. These procurement activities are quite often complex and specialized in nature because of a highly regulated federal acquisition contracting environment. Ongoing calls to improve supplier management and drive innovation in the defense industry offers an opportunity to adopt Early Supplier Integration (ESI) initiatives that have proven successful in the private sector. This paper identifies critical ESI activities and acquisition practices that the defense industry should adopt to ensure enhanced effectiveness in new product development. Design/methodology/approach Leveraging a conceptual ESI model derived from the research, an in-depth case study of 12 product development projects from a major defense contractor was performed. In the context of project performance, critical ESI activities and moderating effects were assessed. Findings Three key ESI activities have the greatest impact on aggregate project performance: system design involvement, design adjustment opportunities and design for manufacturability/assembly/testability involvement. Use of formal supplier agreements also significantly impacts project performance during the development phase. In addition, project complexity and product team maturity were identified as environment moderators; higher complexity projects tended to negatively moderate the impact of ESI upon performance, and higher team maturity levels tended to positively moderate the impact of ESI upon performance. Originality/value The results provide a sound framework for empirical validation through future quantitative studies and defense industry analyses. In addition, insights and recommendations for interpretation and adaptation of federal acquisition regulations to allow increased utilization of ESI within the defense industry are substantiated.

To tell or not to tell? The impact of communicating consumer participation in new product development

2018 ◽  
Vol 27 (2) ◽  
pp. 158-171 ◽  
Author(s):  
Claudia Costa ◽  
Rita Coelho do Vale
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Critical Role ◽  
New Product ◽  
Consumer Involvement ◽  
Consumer Participation ◽  
Product Complexity ◽  
Content Type ◽  
Innovation Ability ◽  
The Impact

Purpose This paper aims to analyze the implications of communicating customer involvement in the ideation and concept stage of new product development (NPD). This paper assesses the extent to which the awareness that a product was co-created jointly by company professional designers and consumers affects observer consumers’ attitudes toward the product and the company. While earlier research has mainly emphasized the positive and desirable consequences of consumer participation in NPD, the present set of studies shows that labeling products as having been co-created is not always valuable; rather, it is dependent on the level of perceived complexity of the products. Design/methodology/approach The hypotheses are tested in four experimental studies using several categories of product complexity (low, medium and high). The data have been collected on young adult samples, measuring the participants’ perceptions of a firm’s innovation ability and product purchase intentions. Findings The results suggest that there are benefits at the corporate level (higher perceptions of innovation ability) to inform the market about consumer involvement, particularly when consumers and company professionals work together. The findings also indicate that product complexity plays a critical role in translating the perceptions of greater corporate abilities (innovation) in purchase intention, and it is particularly beneficial for low-complexity products. Originality/value The previous research has mainly focused on the impact of involving consumers in firms and participating consumers; however, it has neglected the role of observer consumers. This study adds to the innovation literature by showing that the value of learning about other consumers’ involvement in firm NPD is not universally beneficial and that product complexity is a critical boundary condition.

The impact of user innovator mindset on feedback volume, feedback diversity and new product development performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiajun Wu ◽  
Matthew O'Hern ◽  
Jun Ye
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Online Survey ◽  
New Product ◽  
Research Database ◽  
Product Diffusion ◽  
Content Type ◽  
Product Improvement ◽  
The Impact ◽  
Npd Performance

PurposeThis study examines the influence of different user innovator mindsets on new product development (NPD) performance. The current research explores the relative impact of a product-focused user innovator mindset vs a customer-focused mindset on feedback volume and feedback diversity and investigates the effect of each type of feedback on product improvement and product diffusion.Design/methodology/approachThis study examines these relationships using two distinct types of data. Data on user innovator mindset, feedback characteristics and user innovator improvisation were obtained via an online survey. Archival data on NPD performance measures were acquired directly from an online research database, and results were obtained using confirmatory factor analysis.FindingsThe authors find that while neither type of user innovator mindset directly influences NPD performance, user innovators, who are highly customer-focused, have a significant advantage in sourcing knowledge from users in the form of a higher volume of feedback and more diverse feedback. In turn, feedback volume appears to positively influence product improvement, while feedback diversity positively influences product diffusion. Finally, the effect of both types of feedback on product improvement is enhanced for user innovators who are highly improvisational.Originality/valueThis research highlights the important role that customer focus plays in directly obtaining knowledge from customers (i.e. customer feedback) and the effects of that feedback on NPD performance. This study provides evidence that a user innovator's interest in accurately understanding the needs of their peers improves their access to external knowledge and enhances their innovation efforts.

Application of Statistical Analysis Tools and Concepts to Big Data and Predictive Analytics to New Product Development

2020 ◽  
Vol 3 (1) ◽  
pp. 17-35
Author(s):  
Brian J. Galli
Keyword(s):  
Decision Making ◽  
Big Data ◽  
Data Analysis ◽  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Big Data Analysis ◽  
Life Cycles ◽  
The Impact

In today's fiercely competitive environment, most companies face the pressure of shorter product life cycles. Therefore, if companies want to maintain a competitive advantage in the market, they need to keep innovating and developing new products. If not, then they will face difficulties in developing and expanding markets and may go out of business. New product development is the key content of enterprise research and development, and it is also one of the strategic cores for enterprise survival and development. The success of new product development plays a decisive role both in the development of the company and in maintaining a competitive advantage in the industry. Since the beginning of the 21st century, with the continuous innovation and development of Internet technology, the era of big data has arrived. In the era of big data, enterprises' decision-making for new product development no longer solely relies on the experience of decision-makers; it is based on the results of big data analysis for more accurate and effective decisions. In this thesis, the case analysis is mainly carried out with Company A as an example. Also, it mainly introduces the decision made by Company A in the actual operation of new product development, which is based on the results of big data analysis from decision-making to decision-making innovation. The choice of decision-making is described in detail. Through the introduction of the case, the impact of big data on the decision-making process for new product development was explored. In the era of big data, it provides a new theoretical approach to new product development decision-making.

The impact of social capital and knowledge sharing intention on restaurants’ new product development

2020 ◽  
Vol 32 (10) ◽  
pp. 3271-3293
Author(s):  
Mesbahuddin Chowdhury ◽  
Girish Prayag ◽  
Vidya Patwardhan ◽  
Nischal Kumar
Keyword(s):  
Social Capital ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
New Product ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Optimum Level ◽  
Content Type ◽  
The Impact

Purpose Using social capital theory, this study aims to investigate internal social capital (ISC) and external social capital (ESC) as determinants of knowledge sharing intention (KSI) and new product development (NPD) in high-end restaurants. Design/methodology/approach A theoretical model is developed and tested using data collected from 523 respondents (owners/proprietors, partners and managers) from high-end restaurants in Karnataka, India. Partial least square structural equation modeling is used to analyze the data. Findings The results suggest that ISC has a significant and positive influence on ESC. This highlights the important role of ISC in building ESC. While ISC has a positive relationship with KSI, ESC has no influence on KSI. KSI has a positive effect on NPD. Practical implications Restaurant managers and owners should invest time and resources in building ISC by nurturing relationships with employees and partners. Encouraging and rewarding collaborative behaviors internally will facilitate the development of external relationships. Results also suggest the existence of an optimum level of knowledge sharing with external partners in restaurants. Originality/value To the best of the authors’ knowledge, this is the first study to examine the relationship between ISC and ESC, and test the effects of both KSI and NPD in high-end restaurants.

Between flexibility and discipline in new product development: expertise as a boundary condition

2019 ◽  
Vol 37 (1) ◽  
pp. 33-49 ◽  
Author(s):  
Daniel Robey ◽  
Karl Hellman ◽  
Isabelle Monlouis ◽  
Kenneth Nations ◽  
Wesley J. Johnston
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Market Definition ◽  
Content Type ◽  
Team Members ◽  
Award Winning ◽  
The Right ◽  
Cross Case Analysis ◽  
The Impact

Purpose The purpose of this paper is to study two aspects of new product development (NPD) success – the impact of learning and the impact of structure – are studied. Design/methodology/approach A multiple case study method within a single setting consisting of in-depth interviews of two teams that developed successful, award-winning products and two teams that developed unsuccessful products. Findings Case 1: flexibility and expertise permitted learning and radical redefinition of the product mid-project and commercial success. Case 2: flexibility enabled adding expertise which was instrumental in success, iterating permitted optimizing pricing. Case 3: flexibility led to focusing on technical issues to the exclusion of commercial viability. Case 4: flexibility led to skipping market definition and partnering with a particular customer whose situation was idiosyncratic. Cross-case analysis: flexibility in teams with both technical and commercial expertise yielded success. Flexibility permitted teams consisting of narrow experts to invest development resources in products with insufficient market. Research limitations/implications This paper argues that the right balance between structure and flexibility is dependent on the level of expertise of the members of the NPD project teams. However, getting this balance right is not a sufficient condition for NPD success. The cases were theoretically blocked to develop theoretical insight, but additional cases are needed for a strong test of theory. Practical implications The more experienced team members are, the more the project benefits from flexibility. Conversely, an inexperienced team will benefit from a more structured process. Projects require iteration. The dichotomy between structure and flexibility is false: the most expert teams benefit from some structure. The most inexperienced teams must employ flexibility to learn. Originality/value The analysis combines the virtues of the stage-gate school and the flexibility school previously thought mutually exclusive.

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