Reliability and validity of new product development practices in Indian manufacturing industries

2014 ◽  
Vol 11 (1) ◽  
pp. 82-101 ◽  
Author(s):  
Kalluri Vinayak ◽  
Rambabu Kodali
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Support System ◽  
Cost Reduction ◽  
Manufacturing Industry ◽  
Reliability And Validity ◽  
New Product ◽  
Manufacturing Industries ◽  
Content Type

Purpose – The purpose of this paper is to conduct an empirical investigation on the new product development (NPD) practices in Indian manufacturing industries. The NPD best practices constructs are identified from the literature and then an effort have been made to statistically establish the underlying principal components of NPD practices by checking their reliability and validity for the case of Indian manufacturing industry. Design/methodology/approach – In all, 96 NPD best practices constructs are identified from literature articles published between 1998 and 2009. Principal component analysis (PCA) is conducted to establish the seven components of NPD practices. Cronbach's α values are computed to measure internal consistency or reliability of the established components of NPD practices. Further, confirmatory factor analysis is conducted on the established measurement model to test a hypothesized factor structure through construct validity, convergent validity and divergent validity. Findings – The PCA of NPD best practices identified the seven underlying components (latent variables) namely “NPD strategy,” “NPD support system,” “product portfolio management,” “NPD team,” “NPD tools,” “product launch” and “concept generation.” In NPD strategy, Indian manufacturing companies are highly inclined toward cost reduction, cycle time reduction, competitive advantage and fast follower strategies. All NPD support system constructs are information technology dependent tools which require hardware, software and databases to support it. Indian manufacturing organizations are fundamentally concentrating on right balance of portfolio through improvements in the current products, cost reduction and additions to existing lines by using modular architectures and the reliable and valid NPD tools are FMEA, six sigma/quality management, DFMA/DF’X and QFD. Originality/value – To the best of the author's knowledge, this research represents the first attempt to investigate empirically the NPD practices in Indian manufacturing industry.

Decision making in creating the world's first smartphone

2011 ◽  
Vol 1 (4) ◽  
pp. 1-10
Author(s):  
Virginia Cha
Keyword(s):  
Decision Making ◽  
Product Development ◽  
Technology Management ◽  
New Product Development ◽  
Manufacturing Industry ◽  
New Product ◽  
Future Market ◽  
Market Uncertainty ◽  
Content Type ◽  
New Generation

TitleDecision making in creating the world's first smartphoneSubject areaEntrepreneurship, Technology management and new product development.Study level/applicabilityThis class is useable for an EMBA or MBA audience, especially for modules relating to entrepreneurship, technology management and new product development.Case overviewMr Khaw Kheng Joo was a pioneer in Singapore's high‐technology manufacturing industry. In the mid‐1990s, Khaw was given the difficult task of establishing a presence for Hewlett‐Packard (HP) in the handheld Personal Digital Assistant (PDA) market. However, he believed that the PDA was not the game‐changing technology for consumers.Using his knowledge of the Bell Curve and years of entrepreneurial experience, Khaw sought to combine PDA functionalities with the Global System for Mobile Communication (GSM) technology, effectively creating a new generation of mobile device fondly known today as the “smartphone”.The journey towards the finished product was met with several obstacles and barriers. Many colleagues were uncertain of the future market and had difficulty agreeing on which features to focus on. However, through his determination, expertise and decision making in uncertainty, Khaw guided his team to eventually launch the impressive HP Jornada 928, the world's first smartphone, and heralded a new generation of mobile devices.Expected learning outcomesThis case is designed to be useable in teaching three key knowledge disciplines:Decision‐making biases and heuristics in entrepreneurs and innovators. Technology diffusion of new technology. Managing market uncertainty.Supplementary materialsTeaching notes.

scholarly journals Cross-cutting best practices for new product development (NPD) in turbulent environments: the effects of integration and co-creation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mateus Panizzon ◽  
Gabriel Vidor ◽  
Maria Emília Camargo
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Best Practice ◽  
New Product ◽  
Business Environment ◽  
Content Type ◽  
Turbulent Environments ◽  
Research Opportunity

PurposeContinuous understanding of the best practices associated with new product development is a constant research opportunity to advance knowledge in the field, as far as changes in the business environment and the increasing turbulence level in different market segments create and reposition the importance of practices over time.Design/methodology/approachBased on a systematic review, the study aimed to analyze the 100 most relevant articles published in international journals on new product development (NDP), identifying new patterns on the best practices for new product development and the types of relationship involved in NPD.FindingsAmong the several practices observed in the literature, the analysis point to a larger group of studies that converge on the identification of a positive and significant relationship in integration – simultaneously – between supplier, company, customers and strategic alliances and the performance of NPD.Research limitations/implicationsThese results support integration as a cross-cutting and structural best practice for NPD, as long as it is constituted as a capacity, mainly applied in highly turbulent environments. This approach supported the proposition of a new framework.Practical implicationsOrganizations will be able to implement the proposed framework to NPD strategy in order to prioritize resources in best practices, aiming to increase the performance of new product development.Social implicationsThe adoption of integration and co-creation practices for the development of new products expands the possibilities of economic and social development, based on the involvement of the actors in this network.Originality/valueThis model had not yet been proposed in the literature, filling a gap in the agenda for future studies.

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.

scholarly journals BHEL Smart Wall Blowing System: New Product Development in Manufacturing Industry

2021 ◽  
pp. 025609092110056
Author(s):  
Abhishek Kumar ◽  
R. Dhanuskodi ◽  
R. Kaliappan ◽  
K. Nandakumar
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Manufacturing Industry ◽  
New Product

Factors Influencing Innovation and Industrial Performance in Chinese Manufacturing Industry

2017 ◽  
Vol 14 (06) ◽  
pp. 1750040 ◽  
Author(s):  
Nnaemeka Vincent Emodi ◽  
Girish Panchakshara Murthy ◽  
Chinenye Comfort Emodi ◽  
Adaeze Saratu Augusta Emodi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Export Performance ◽  
Patent Application ◽  
New Product ◽  
Factors Influencing ◽  
Industrial Performance

This study investigates the factors influencing the Chinese manufacturing industry’s innovation and industrial performance utilizing a panel data approach on a sample of Chinese manufacturing enterprises over the period of 2008–2013. The industries were grouped according to related sectors into five groups, a general group was also created which included the whole data sample. The study found that research and development (R&D) expenditure positively influenced the growth of product innovation and industrial performance, but not necessarily knowledge innovation and export performance. Also, expenditure on new product development had a positive impact on both innovation and industrial performance. The growth of patent application was discovered to be influenced by an R&D project and foreign patent license. Finally, the number of enterprises and firm size (i.e. number of employees) contributed positively to the industrial output performance. The findings suggest that industrial R&D and new product development influences the success of product innovation and sales performance. The study recommends that the government should set up policies that will stimulate industrial R&D, while supporting technology transfers from foreign partners. Most importantly, government policies on the development of the industry should be addressed on a sectorial level and not a “one-size-fit-all” type of policy.

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.

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.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

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.

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