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.

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.

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.

Technology Engineering for NPD Acceleration

2011 ◽  
pp. 81-93 ◽  
Author(s):  
Nouha Taifi ◽  
Eliana Campi ◽  
Valerio Cisternino ◽  
Antonio Zilli ◽  
Angelo Corallo ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Product Design ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Strategic Role ◽  
New Product Development Process

In complex environments, firms adopt continuously new IT-based systems and tools for knowledge management, otherwise knowledge can be dispersed or lost. And as a part of the new product development process, the product design is one of the most crucial phases for the relevance of its data and information and for the importance of the new knowledge creation of its designers and engineers. This chapter argues, through a conceptual model, the strategic role of the integration of knowledge management systems and special communities for the acceleration of the new product development process and presents an ontology-based knowledge management system and its application in the context of a community of automotive designers. More precisely, the issue management, based on this engineered IT-system, will accelerate and optimize the product design phase and knowledge sharing among the designers and engineers.

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