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.

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.

The contingent effects of coopetition on new product development under dual institutional interactions: evidence from China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hao Shen ◽  
Yu Gao ◽  
Chuan Liu ◽  
Xiangru Chen
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Government Support ◽  
Equation Modeling ◽  
Institutional Environments ◽  
Dual Nature ◽  
Content Type ◽  
Business Context

Purpose Integrating the coopetition perspective with institutional theory, this study aims to determine how balanced patterns (BPs) and combinative patterns (CPs) of coopetition impact firms’ new product development (NPD) and how these effects are contingent on the various types of interactions between firms and the institutional environments in which they are embedded. Design/methodology/approach To test the hypotheses, 303 firms in China were surveyed. Based on the responses, the proposed model was estimated using structural equation modeling and hierarchical regression analysis. Findings The findings indicate that CP of coopetition enhances NPD but a BP of coopetition impedes NPD. Further, the results suggest that obtaining government support positively moderates the effect of the CP on NPD but negatively moderates the effect of the BP. Conversely, influencing government policy negatively moderates the effect of the CP but positively moderates that of the BP on NPD. Research limitations/implications The findings indicate that different patterns of inter-firm coopetition may have different effects on NPD, thus, providing a holistic and dynamic understanding of the contingent value of coopetition for NPD. The findings also suggest that the complex effects of coopetition on NPD are influenced by institutional interactions, introducing further contingencies to the process of coopetition-based innovation. Practical implications This study provides guidelines for managers seeking to fully understand and capitalize on the dual nature of coopetition: they should be cautious about the different patterns of competition – cooperation interaction and manage their interactions with institutional environments to increase the benefits and avoid the potential damage that different types of coopetition may bring. Originality/value This study offers direct insights into the balanced nature of coopetition and opens up an avenue for further exploration of the specific effects of cooperation dominance and competition dominance on firm performance in the business-to-business context. Moreover, the proposed contingency model offers a potential interface between institutional and coopetition research on NPD in marketing and strategic fields.

Influence of customer participation in new product development: the moderating role of social media

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sonica Rautela ◽  
Sarika Sharma ◽  
Shreya Virani
Keyword(s):  
Social Media ◽  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
Idea Generation ◽  
New Product ◽  
Business Environment ◽  
Customer Participation ◽  
Content Type ◽  
Three Phases

PurposeThe business environment is changing and so are the rules of doing business. Constant innovation is the key to win in this dynamic marketplace, so that the new ideas get converted into new marketable products quickly with the least possible mistake. One way to inculcate innovation is by the participation of customers in the new product development (NPD) process. Platforms like social media has provided an opportunity for firms to communicate, co-create and collaborate with customers. The present study aims to understand the customers' participation in three phases, namely idea generation, development and commercialization of the NPD process for its effectiveness.Design/methodology/approachWith the help of review of existing literature, a theoretical model is proposed. This model is then empirically evaluated with data of 213 respondents using structural equation modelling (SEM). The respondents are majorly young social media users in India.FindingsThe results highlight that customer involvement is important in idea generation and commercialization phase of NPD process for its effectiveness. Also, the effectiveness of NPD process affects the financial performance of the firm. The use of social media is considered for its mediating role in NPD process effectiveness during the three phases. The results show that it has an effective role to play during the idea generation phase.Originality/valueConsumers’ perspective concerning usage of social media for their participation in NPD is an unexplored area in general and in the Indian context in particular. To fill this research gap the present study is carried out.

Knowledge sharing, commitment and opportunism in new product development

2015 ◽  
Vol 35 (7) ◽  
pp. 1056-1074 ◽  
Author(s):  
Richard C M Yam ◽  
Cliff Chan
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Future Research ◽  
Online Questionnaire ◽  
Managerial Implication ◽  
Content Type ◽  
Business Partners

Purpose – In today’s market, firms are riding on the wave of globalisation to enhance competitiveness through corporate collaboration in new product development (NPD). In joint NPD, huge amounts of information and knowledge are interchanged among business partners. However, industrial experience and past research have indicated that knowledge sharing among firms invite opportunism, that is, knowledge being leaked or misused by others. To determine the means to rectify the problems of opportunism in joint NPD, the purpose of this paper is to investigate the effect of commitment and knowledge sharing on opportunism. Design/methodology/approach – An online questionnaire survey was conducted to verify the research model with 312 valid responses from manufacturing firms. The survey data were analysed by structural equation modelling, and the findings were verified by follow-up interviews. Findings – Contradictory to most studies, this study finds that knowledge sharing among committed business partners suppresses, rather than invites, opportunism. Research limitations/implications – This finding is new in the literature with strong managerial implication. Firms that hesitate to share their knowledge with others because of the fear of opportunism should commit more seriously to their business partners so that they could share knowledge for better NPD. Originality/value – This study has reversed the sceptical belief of knowledge sharing leading to opportunism. This new belief will encourage corporate collaboration in joint NPD. However, for a comprehensive view on opportunism in inter-firm NPD, other governance mechanisms, that is, contract and trust, should also be studied in future research.

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.

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.

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.

scholarly journals The impact of modular designs on new product development outcomes: the moderating effect of supply chain involvement

2018 ◽  
Vol 23 (5) ◽  
pp. 444-458 ◽  
Author(s):  
Yuxiao Ye ◽  
Baofeng Huo ◽  
Min Zhang ◽  
Bill Wang ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Product Development ◽  
New Product Development ◽  
Modular Design ◽  
New Product ◽  
Moderating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impacts of product modularity (PM) and multiskilled employees (MEs) on new product development (NPD) outcomes and explore the moderating effect of supply chain involvement. Design/methodology/approach The authors used data collected from 317 manufacturers to empirically examine the conceptual model and conducted hierarchical regression analysis to test the hypotheses. Findings The results reveal that PM significantly improves NPD outcomes. The relationship between PM/MEs and NPD outcomes is strengthened when the level of supplier involvement is high, whereas the relationship between MEs and NPD outcomes is weakened when the level of customer involvement is high. Research limitations implications First, this study only focuses on PM and MEs as two types of modular designs. Second, the inter-relationship between modular designs and supply chain involvement might be contingent. Third, the authors use cross-sectional data that cannot reflect causal effects of modularity on NPD outcomes. Originality/value The findings contribute to the understanding of the alignment between modular designs and supply chain involvement considering NPD outcomes. This study also contributes to the concept of modularity by identifying MEs as a type of modular design.

scholarly journals Effect of Customer Orientation and Competitor Orientation on New Product Development of Woven Products: The Role of Innovation Possibilities

2020 ◽  
Vol 7 (7) ◽  
pp. 156
Author(s):  
Jamilah Jamilah ◽  
Dwi Putra Buana Sakti ◽  
Lalu Edy Herman
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
Customer Orientation ◽  
New Product ◽  
Equation Modeling ◽  
Significant Positive Effect ◽  
Innovation Capability ◽  
Competitor Orientation ◽  
Positive Effect

The purpose of this research is to find out the significance of the influence of Customer Orientation, Competitor Orientation, and Innovation Capability to New Product Development, as well as knowing the role mediation of the Innovation Capability variable on weaving products. New products have a very important role in maintaining business sustainability. New customer-centered product development is a product development that focuses on finding solutions to solve customer problems and provide a more satisfying experience for customers. To stay competitive and survive in the market, companies need to improve innovation capability. The population of this study is all owners of weaving products enterprises, which the exact number is certainly known, with the number of samples is 112 respondents. This research uses structural equation modeling (SEM analysis) with the smartPLS application. The results showed that Customer Orientation and Competitor Orientation have a significant positive effect on Innovation Capability, then Competitor Orientation and Innovation Capabilityhas a significant positive effect on New Product Development, while Customer Orientation does not significantly affect New Product Development. For the mediating influence of Innovation Capability, there is a fully mediating role in the significant influence of Customer Orientation on New Product Development. Meanwhile, on the influence of Competitor Orientation towards New Product Development, there is a partial effect of mediation found

Sign in / Sign up

Export Citation Format

Share Document