The innovation process impact on the new product performance: a case study

2018 ◽  
Vol 10 (3) ◽  
pp. 385-412 ◽  
Author(s):  
Fatimaezzahra Fouad ◽  
Amina Tourabi ◽  
Ghizlane Lakhnati
Keyword(s):  
Product Development ◽  
Value Chain ◽  
Development Process ◽  
Innovation Process ◽  
New Product ◽  
Product Development Process ◽  
Innovative Product ◽  
Stages Of Development ◽  
Content Type ◽  
Early Stages

PurposeIn the presence of a low rate of investment in research and development in the fish industry, the Moroccan government launched in 2009 a new fisheries program which directs fish processing companies towards a non-price competitiveness strategy. These companies are driving to establish a modernized value chain that supports product innovation in its performance generation. This study therefore aims at measuring the impact of this value chain on the performance of a new product taking into account the early stages of development, namely prototyping.Design/methodology/approachFirst, the authors tried to collect the data in a dichotomous qualitative form for the structure of the innovation process which reflects the measure of elapsed time for each stage of the innovation process in the two cases, namely, sequentiality and parallelism of the steps. The authors then addressed a second time to the quality managers to provide them with quantitative data. Nevertheless, the evaluation of the improvement of the innovative product had remained qualitative.FindingsThe study shows that there is a positive and significant relationship between the partially parallel structure and the internal improvement objectives of the new prototype.Research limitations/implicationsThe main limitation of this study was the very small sample of firms operating in innovation, which did not allow us to apply a parametric analysis such as logistic or linear regression according to a normal law on a sufficient number of observations according to the transversal approach. As theoretical implications of this study, Davila et al. (2006) argue that to succeed in a product development process, it must be possible to measure the resulting performance. Assessing performance in the product development process is particularly important for managers and decision makers to address key management issues such as “what we do”, “what we have learned” and “what should we do in the future” (Tatikonda, 2007).Practical implicationsThe empirical implications of this study have shown that accelerating the execution of innovation activity is enormously favored to increase the performance of the innovative product over the medium term. This will enable the company to be efficient in terms of market entry time with good quality and as soon as possible mainly in the early stages of development of the new product.Originality/valueCompared with previous studies, the originality of this study is to answer two inadequacies in the theory of performance of the new product, namely, the objective/quantitative nature of the practice measured in the innovation process and the use of a holistic approach based on the performance indicators of the innovative product at each stage of the innovation process.

Toward the development of new product ideas: asymmetric effects of team cohesion on new product ideation

2015 ◽  
Vol 30 (7) ◽  
pp. 855-866 ◽  
Author(s):  
Tanawat Hirunyawipada ◽  
Audhesh K. Paswan ◽  
Charles Blankson
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Content Type ◽  
Team Members ◽  
Development Teams ◽  
Task Cohesion ◽  
Relational Aspect

Purpose – The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas. Design/methodology/approach – Structural equation modeling was conducted on survey data collected from 195 new product development practitioners in various US high-technology industries. Findings – The study suggests that creative and potentially successful product ideas include three dimensions – usefulness for customers, and novelty for customers and usefulness for the firms (i.e. enhancement efficiency and effectiveness of companies’ new product development process). By focusing on a relational aspect of new product development teams, the study shows that team task cohesion mediates the relationship between the antecedents (team members’ organizational commitment and social competency) and the three outcome dimensions of a successful product idea (novelty, usefulness to customers and usefulness to the firm). The team members’ interpersonal relationship has no positive association with task cohesion and the desirable qualifications of product ideas. Research limitations/implications – An ideation team’s socially competent members who identify with their organization are likely to be attracted to a given task. This task cohesion, in turn, enhances the creativeness of the development of product ideas. Practical implications – To generate fruitful product ideas using a team approach, companies should make sure that their new product ideation teams achieve a sense of mutual commitment to the given ideation tasks, develop a feeling of belongingness and ownership toward the firms and include members who have good social and interpersonal skills. However, the possession of strong social cohesion is not essential for the teams. Originality/value – This study provides novel insights concerning the relational aspect of product development teams assigned to the initiation phase (front end) of a new product development process.

scholarly journals Innovative Process Management: A Strategic Weapon to Succeed in a Dynamic and Hyper Competitive Environment

2011 ◽  
Vol 3 (6) ◽  
pp. 315-327
Author(s):  
Imran Anwar Mir
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
Process Management ◽  
Cost Effective ◽  
New Product ◽  
Product Development Process ◽  
Innovative Product ◽  
Innovative Process ◽  
New Product Development Process

Various models have been developed to manage the innovative product development process. However, most of them are complex and add more cost in managing new product development process. In this study, we present a simple and cost effective model of innovative product development process management. The specialty of this model is that it logically demonstrates how integration of encouraging leader and innovative mind in new product development process (NPD) can make it efficient and cost effective. It also shows how leadership can fully concentrate on the first phase of NPD and how crossfunctional and innovative teams can be merged in a single team to develop a workable product.

Circular product design: strategies, challenges and relationships with new product development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Fernandes Aguiar ◽  
Jaime A. Mesa ◽  
Daniel Jugend ◽  
Marco Antonio Paula Pinheiro ◽  
Paula Paula De Camargo Fiorini
Keyword(s):  
Product Development ◽  
Product Design ◽  
New Product Development ◽  
Circular Economy ◽  
Development Process ◽  
New Product ◽  
Research Area ◽  
Product Development Process ◽  
Design Strategies ◽  
Content Type

PurposeAlthough product design is a fundamental element in the transition towards the circular economy, the knowledge of practices, methods and tools oriented to circular product design has not been widely developed. This study aims to contribute to the circular economy research area by investigating and analyzing the main design approaches to circular products and their relationship to new product development.Design/methodology/approachThe authors conducted a systematic review and qualitative analysis of 120 articles. In these studies, the authors analyzed aspects such as design strategies used, the barriers to the adoption of circular product design and the relationships between the phases of new product development processes with circular product design studies.FindingsThe findings revealed that the circular product design approach has added new design strategies to those already recommended by ecodesign, such as multiple use cycles, emotional durability and biomimicry. Furthermore, the results showed that most circular product design articles focus on the planning and concept development phases of the new product development process.Originality/valueIn this article, the authors systematized the findings of an emergent research area: the development of new products for the circular economy. Its main contributions lie in the identification of design strategies, the classification of Design for X approaches, analysis of such approaches during the new product development process and discussion of their main barriers. Finally, this study presents contributions for managers and designers who are starting the transition to a circular strategy.

Mock-ups as a tool for assessing customer value early in the development process

2019 ◽  
Vol 23 (1) ◽  
pp. 15-23
Author(s):  
Jouni Lyly-Yrjänäinen ◽  
Leena Aarikka-Stenroos ◽  
Teemu Laine
Keyword(s):  
Customer Value ◽  
Development Process ◽  
Early Stage ◽  
New Product ◽  
Product Development Process ◽  
Preliminary Measurement ◽  
Content Type ◽  
Early Stages ◽  
Real Environment ◽  
Perceived Customer Value

Purpose This paper aims to propose an approach to broaden the focus of a low-fidelity prototype (i.e. mock-up) to enable user experimentation in a real environment at the early stages of the product development process. The functionality approaching a real solution enables customers to experience the key functionality, and therefore, the perceived customer value of the new product idea before major investments in the development. Design/methodology/approach The study is based on an interventionist case study in a manufacturing company. The researchers were involved in the development of two new products and analysing the potential process and cost implications. Findings Mock-ups enable the preliminary measurement of cost and value implications of a new product at the early stages of the development process. This holds significant potential for advancing development practices and reducing the uncertainties present in such processes. Thus, the business case at the early stage of the development process can be argued with “user-experienced” cost information and, therefore, also “perceived” customer value. Practical implications The use of mock-ups to gain customer feedback is well aligned with the fail-fast mentality emphasised in the contemporary start-up scene, but this study also encourages developers/practitioners from mature industries to use mock-ups to assess perceived customer value. Originality/value The originality of the paper lies in broadening the focus of mock-ups to enable user experimentation in a real environment at the early stages of the development process.

Using needs assessment as a learning tool in the product development process

2014 ◽  
Vol 26 (8) ◽  
pp. 529-544 ◽  
Author(s):  
Denise M. Cumberland ◽  
Rod P. Githens
Keyword(s):  
Product Development ◽  
Needs Assessment ◽  
New Product Development ◽  
Development Process ◽  
Stakeholder Analysis ◽  
New Product ◽  
Product Development Process ◽  
Content Type ◽  
Needs Assessments ◽  
Quick Service

Purpose – The purpose of this case study was threefold. First, to examine whether a needs assessment can work in the context of an organization’s new product development process to identify the gap between what “is” occurring and what “should” be occurring. Second, to investigate how a well-known stakeholder classification system can be adopted in a practitioner setting. Third, to identify why the new product development process derailed in a quick-service restaurant chain. Design/methodology/approach – A Fortune 200 quick-service restaurant chain provided the setting for a case study on the new product development (NPD) process. Data were gathered from multiple stakeholder groups using interviews and a survey questionnaire. Findings – Findings support the adaptability of needs assessment as a learning tool to help organizations identify and address performance gaps. A second finding was the applicability of the Mitchell et al. (1997) classification system to identify and prioritize groups of stakeholders. Finally, this study revealed that the specific activities involved in the NPD process were not codified, and that the restaurant chains cross-functional team was not adhering to the process due to a lack of training. Research limitations/implications – The specific setting may limit the generalizability of findings. Future research could determine the applicability in other settings. Practical implications – This study provides useful insights for applying needs assessments in conjunction with a stakeholder analysis when problems arise in the product development process. Originality/value – The study contributes to understanding around product development learning tools and provides impetus for the adoption of needs assessments and stakeholder analysis when deficiencies in the process occur.

Knowledge Management in Eco-Innovation Practice: An Analysis of the Contribution of Eco-Innovation Tools in the Early Stages of the Product Development Process

2019 ◽  
Vol 18 (04) ◽  
pp. 1950047 ◽  
Author(s):  
Marcelo Seido Nagano ◽  
Antonio Iacono
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Development Process ◽  
Innovation Process ◽  
Product Development Process ◽  
Early Stages ◽  
Standard Design ◽  
Market Opportunities ◽  
The Relationship ◽  
Selection Of

The purpose of this paper is to analyse the relationship between eco-innovation process and knowledge management (KM) from the perspective of tools and practices, in the initial stages of the product development process. Knowledge management can help to develop behaviours and practices that stimulate green knowledge and improve organisations’ eco-innovation performance. The analysis of the relationship between eco-innovation process and knowledge management in the initial stages of the product development process was performed using three tools: the Standard Design Process Form (SDPS), The STRETCH Methodology and the Product Ideas Tree (PIT) Diagram. The results show that the eco-innovation tools contribute significantly to the creation of knowledge in the early stages of the product development process, as evidenced in the selection of the best ideas and in the reduction of uncertainties on environmental and market opportunities.

A CLIMATE OF PSYCHOLOGICAL SAFETY ENHANCES THE SUCCESS OF FRONT END TEAMS

2015 ◽  
Vol 19 (02) ◽  
pp. 1550027 ◽  
Author(s):  
ANN-MARIE I. NIENABER ◽  
VERENA HOLTORF ◽  
JENS LEKER ◽  
GERHARD SCHEWE
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
Innovation Process ◽  
Psychological Safety ◽  
New Product ◽  
Product Development Process ◽  
Team Members ◽  
Front End ◽  
New Product Development Process

This paper contributes to the discussion about initiative in teams at the front end of new product development processes (innovative teams). In contrast to the general opinion presented in the literature, this study points out that unstructured innovative teams are as much initiative in developing new ideas or in finding quick solutions when compared to structured innovative teams. Therefore we analyse the relationship between teamwork quality and team initiative in structured and unstructured teams at the front end of a new product development process and, in particular, we focus on a climate of psychological safety. To examine this relationship, data were collected by surveying 100 team members from different departments in a multinational company. It has been pointed out in the literature previously that where a team leader provides little structure at the micro level for team members there is a negative effect on the displays of initiative in the very early stages of the innovation process. However we can demonstrate that this effect can be reduced by a climate of psychological safety. Thus, it can be stated that unstructured teamwork combined with a climate of psychological safety is the way for teams at the front end of a new product development process to be successful.

Innovative Design Process and Information Technology for Electromechanical Product Development

2002 ◽  
Vol 10 (4) ◽  
pp. 335-340 ◽  
Author(s):  
Koichi Ohtomi ◽  
Masanori Ozawa
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Information Technologies ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Innovative Product ◽  
Innovative Design ◽  
Japanese Companies ◽  
Electromechanical Product

The business segment of Japanese companies such as Toshiba changed drastically for the last several years. This means that companies should change their culture and need new product development process applying information technologies. This paper presents examples of design technologies that realize the innovative product development process in Toshiba focused on an electromechanical product development.

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