CEO transformational leadership and the new product development process

2016 ◽  
Vol 37 (6) ◽  
pp. 730-749 ◽  
Author(s):  
Tharnpas Sattayaraksa ◽  
Sakun Boon-itt
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Product Development Process ◽  
Equation Modeling ◽  
Strong Impact ◽  
Content Type ◽  
Innovation Culture

Purpose – The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture. Design/methodology/approach – A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships. Findings – CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process. Practical implications – Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture. Originality/value – The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.

scholarly journals International-market-information use across new-product-development stages

2018 ◽  
Vol 35 (5) ◽  
pp. 760-784 ◽  
Author(s):  
Anna Dubiel ◽  
Sourindra Banerjee ◽  
Holger Ernst ◽  
Mohan Subramaniam
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
International Experience ◽  
Equation Modeling ◽  
Market Information ◽  
Content Type ◽  
Development Stages ◽  
Innovation Culture ◽  
Npd Performance

Purpose The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations. Design/methodology/approach This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms. Findings The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages. Research limitations/implications This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts. Practical implications Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities. Originality/value This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.

The roles of CEO transformational leadership and organizational factors on product innovation performance

2018 ◽  
Vol 21 (2) ◽  
pp. 227-249 ◽  
Author(s):  
Tharnpas Sattayaraksa ◽  
Sakun Boon-itt
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
New Product Development ◽  
Product Innovation ◽  
Organizational Factors ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Innovation Culture ◽  
Practical Implications

Purpose The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the mechanism between CEO transformational leadership and product innovation performance, to understand the process through which transformational CEOs exert their influence. Design/methodology/approach This study is a quantitative research. Data were collected from 269 manufacturing firms in Thailand through a mail survey. This research applied a two-step structural equation modeling process. Findings The results indicate that CEO transformational leadership indirectly affects product innovation performance through an innovation culture, organizational learning, and the new product development (NPD) process. CEO transformational leadership has a strong effect on innovation culture and organizational learning. Organizational learning is strongly associated with the NPD process, which significantly leads to product innovation performance. By integrating the knowledge of leadership and operations management fields, this study helps extend the understanding of how leaders at the top of an organization influence the NPD process and product innovation outcomes. Practical implications For practical implications to be more effective, CEOs focusing on product innovation should develop their skills and behaviors of transformational leadership to foster innovation culture and organizational learning, which in turn will affect product innovation performance. Originality/value This study makes a contribution to the literature by filling the research gaps proposed by several prior studies and offering a theoretical framework of the relationship between CEO transformational leadership and product innovation performance.

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.

Impacts of strategic orientations on new product development and firm performances

2019 ◽  
Vol 22 (2) ◽  
pp. 257-280
Author(s):  
Wassim J. Aloulou
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Equation Modeling ◽  
Future Research ◽  
Business Practices ◽  
Industrial Firms ◽  
Content Type ◽  
Strategic Orientations ◽  
Industrial Sectors

PurposeThe purpose of this paper is to investigate the relationships between strategic orientations as well as the role played by them to impact the performance of industrial firms.Design/methodology/approachThe paper formulates some hypotheses from the literature review. These hypotheses are tested using structural equation modeling with data collected from 292 randomly selected firms operating in several industrial sectors in the Kingdom of Saudi Arabia.FindingsThe findings of this study showed the importance of these strategic orientations in enhancing the performance of Saudi industrial firms and emphasized the mediating role of entrepreneurial orientation in the relationships of market orientation and technology orientation to new product development performance and firm performance.Research limitations/implicationsThe study discusses the findings and advances certain limitations and research and managerial implications for future research avenues. It proposes some recommendations to help Saudi firms to choose more than one orientation simultaneously and adopt an appropriate configuration of orientations. Future research has to consider the interplay between these strategic orientations and the impacts of environmental turbulence in terms of market and technology turbulence on strategic orientations – performance relationship.Practical implicationsThe study suggests that managers of Saudi industrial firms should utilize a mix of aspects from several strategic orientations such as market and technology through entrepreneurial capabilities and resources that enhance higher levels of performance.Originality/valueThis study contributes to the literature on entrepreneurship and strategic management by showing the reliability of scales used and the confirmatory of the factor structure. It also contributes to business practices by showing the importance for Saudi firms to combine different strategic orientations and provide more attention to the interplay of these orientations in order to perform better in such a transitional context.

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.

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.

New product development-processes in the fashion industry

2019 ◽  
Vol 10 (3) ◽  
pp. 689-708 ◽  
Author(s):  
Rora Puspita Sari ◽  
Nabila Asad
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Financial Analysis ◽  
New Product ◽  
Product Development Process ◽  
Fashion Industry ◽  
Structured Interviews ◽  
Product Lines ◽  
Content Type ◽  
Development Processes

Purpose The purpose of this paper is, first, to examine the design requirements of Islamic fashion in the new product-development process; second, to explore the different practices of new product-development activities from successful and unsuccessful new product lines; and third, to investigate the sequence of the new product-development practice in the fashion industry, specifically the Islamic fashion industry in Indonesia. Design/methodology/approach Questionnaires were distributed and semi-structured interviews were conducted to collect information regarding the practice of the new product-development activities. The Mann–Whitney U test was performed based on the quality of the new product-development activities of 100 Islamic fashion firms, including five innovative companies that had won several awards in Indonesia. An analysis of the extent to which fashion firms were engaging in new product-development activities provided a more detailed picture of the sequence of those activities. Findings Islamic norms were adapted during the early design and promotional phases of new product development in Islamic fashion. Various choices of design and colour in Islamic fashion were also perceived as a way of preaching to women to dress more accordingly to the Islamic norm. The new product-development activities that were conducted differently for successful vs unsuccessful new product lines were idea conceptualisation, market analysis, technical and engineering analysis, financial analysis and commercialisation. The commercialisation phase was given the least priority of all the activities. Nevertheless, it contributed to the very first communication to the customers about new product lines. Originality/value This study makes an important contribution to the deeper and more detailed research on how Islamic fashion companies perceive Islamic values during new product developments and how they perform new product-development activities between successful and unsuccessful products.

Proactive market orientation and business model innovation to attain superior new smart connected products performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shashishekar M.S. ◽  
Sandip Anand ◽  
Arun Kumar Paul
Keyword(s):  
Product Development ◽  
Market Orientation ◽  
New Product Development ◽  
Business Model ◽  
New Product ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
Content Type ◽  
Proactive Market Orientation ◽  
Structural Relationships

Purpose Smart connected products (SCP) are the new archetype of products evolving. SCP are subtly changing the product-centric business to system-centric. Development and monetization of new SCP is an uphill task, it necessitates unique market orientation and business models. The purpose of this study is to establish a framework of variables influencing new smart connected products performance (NSCPP) at the market place, suggest methods to operationalize the framework. Design/methodology/approach The study identified key variables influencing NSCPP from existing literature. Conceptualized unique theoretical frameworks of these variables and empirically validated structural relationships. The study performed structural equation modeling using the data collected from 163 respondents having managed the development and monetization of 138 new SCP launches. Findings The study established structural relationships among selected variables proactive market orientation (ProMO), new product development proficiency (NPDPro) and business model innovation (BMoI). It revealed that the effect of ProMO is manifested through NPDPro. BMoI and NPDPro significantly influence NSCPP. Practical implications The study presented “ProMO Canvas” to plan and operationalize ProMO integrated with new product development (NPD) stage-gate activities. The study suggested the practitioners to execute ProMO activities preceding NPD activities and execute NPD, business model development activities in parallel to attain superior NSCPP. Originality/value This study is a novel effort to derive a unique empirical framework of variables ProMO, NPDPro and BMoI to attain superior NSCPP.

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.

New product development process in apparel industry using Industry 4.0 technologies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ganguli Eranga Harshamali Wijewardhana ◽  
Samanthi Kumari Weerabahu ◽  
Julian Liyanage Don Nanayakkara ◽  
Premaratne Samaranayake
Keyword(s):  
Life Cycle ◽  
Product Development ◽  
New Product Development ◽  
Industry 4.0 ◽  
Descriptive Analysis ◽  
Geographical Location ◽  
New Product ◽  
Apparel Industry ◽  
Product Development Process ◽  
Content Type

PurposeThe main purpose of this paper is to assess the technological view of apparel new product development (NPD) process through a framework for improving the efficiency of NPD process in Sri Lankan apparel industry.Design/methodology/approachThe study uses literature review, a survey and in-depth interviews of industry experts for data collection. Descriptive analysis and correlation analysis are used to identify the relationship between NPD process performance and Industry 4.0 (I4) technology components.FindingsAll technology components are enablers of NPD process, yet the relative importance of technology components varies within the NPD life cycle. Technoware is identified as the most significant, while Humanware component is the least significant for the advancement of I4 technologies in the NPD process.Research limitations/implicationsDespite the novelty of research investigation into NPD process using I4 technologies in apparel industry, it is limited to one geographical location and a small segment of the industry.Practical implicationsThis paper assists apparel industry practitioners to better understand and prioritize I4 technology components in the NPD life cycle for their successful adoption and for reaping the benefits.Originality/valueThis research generates new knowledge on the adoption of I4 technologies using industry insights into technology components mapped/aligned with key stages of NPD life cycle.

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