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.

METHOD APPLICATION IN NEW PRODUCT DEVELOPMENT AND THE IMPACT ON CROSS-FUNCTIONAL COLLABORATION AND NEW PRODUCT SUCCESS

2014 ◽  
Vol 18 (01) ◽  
pp. 1450002 ◽  
Author(s):  
MARC GRANER ◽  
MAGDALENA MIßLER-BEHR
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Project ◽  
New Product Success ◽  
Product Success ◽  
Product Costs ◽  
The Impact ◽  
First Time ◽  
The Relationship

In recent years, scholars have devoted increasing attention to the use of methods in new product development. For the first time, we examine particularly the relationship between method application, cross-functional collaboration in new product development and new product success. The analysis of more than 400 new product development projects from 201 different companies shows that applying methods in new product development leads directly to the superior financial performance of the developed product (by reducing product costs, for example) and also leads indirectly to superior cross-functional collaboration during the development project. Both effects are analysed, showing how firms can actively improve on what in some cases are very high failure rates in the development of new products.

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.

How do polychronicity and interfunctional coordination affect the relationship between exploratory innovation and the quality of new product development?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yaqun Yi ◽  
Jing Ji ◽  
Chongchong Lyu
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Hierarchical Regression ◽  
Content Type ◽  
Knowledge Based ◽  
The Impact ◽  
The Relationship ◽  
Exploratory Innovation

Purpose This paper aims to investigate the impact of exploratory innovation on the quality of new product development (NPD), and how do polychronicity of the top management team (TMT) and interfunctional coordination (IFC) moderate the above relationship. Design/methodology/approach The hypotheses were tested by the survey data of 210 Chinese enterprises. Hierarchical regression analyzes were used to test the hypotheses in this research. Findings The results indicate that exploratory innovation facilitates NPD quality. TMT polychronicity weakens the effect of exploratory innovation on NPD quality. IFC strengthens the effect of exploratory innovation on NPD quality. Practical implications This study provides managers with insight on the relationship between exploratory innovation and NPD quality. To improve NPD quality, managers should be paying more attention to exploratory innovation. Furthermore, this study helps managers to understand how the relationship changes with the increases of TMT polychronicity and IFC. Originality/value This study highlights the value of exploratory innovation in increasing NPD quality based on the knowledge-based view. By incorporating TMT polychronicity and IFC based on the attention-based view, it offers much richer understandings of how exploratory innovation affects NPD quality.

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.

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.

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.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

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