Power and empowerment: the role of top management support and team empowerment in new product development

2004 ◽  
Author(s):  
R.R. Reilly ◽  
Jiyao Chen ◽  
G.S. Lynn
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Top Management ◽  
Management Support ◽  
Top Management Support ◽  
Team Empowerment

scholarly journals INTERNATIONALISATION OF NEW PRODUCT DEVELOPMENT AND RESEARCH & DEVELOPMENT: RESULTS FROM A MULTIPLE CASE STUDY ON COMPANIES WITH INNOVATION PROCESSES IN GERMANY AND INDIA

2015 ◽  
Vol 19 (01) ◽  
pp. 1550010 ◽  
Author(s):  
ALEXANDER BREM ◽  
FLORIAN FREITAG
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Management Support ◽  
Top Management Support ◽  
Multiple Case ◽  
Process Coordination ◽  
The Impact ◽  
Operational Aspects

A rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand India's different expectations regarding NPD and adjust their practices accordingly.

WHY AND HOW TO INVOLVE PURCHASING IN NEW PRODUCT DEVELOPMENT?

2020 ◽  
pp. 2150027
Author(s):  
HOLGER SCHIELE ◽  
ERWIN HOFMAN ◽  
BERND MARKUS ZUNK ◽  
JUSTUS EGGERS
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Corporate Culture ◽  
Innovation Process ◽  
Decisive Role ◽  
New Product ◽  
Management Support ◽  
Structural Differentiation ◽  
Top Management Support ◽  
Supplier Integration

In new product development (NPD) firms increasingly have to rely on external expertise from suppliers. However, results of early supplier integration have been found to be ambiguous. This research empirically tests the hypothesis that the participation of professional purchasing agents early on in the supplier integration process plays a decisive role to distinguish successful projects. Our sample gave evidence that early supply management integration positively moderated supplier involvement’s effect on firm success. Hence, firms may benefit from avoiding supplier integration without professional purchasing management. Still, in many firms the procurement department is not yet integrated in NPD processes early on. Our research identifies four measures those firms applied, in which purchasing got fully embedded in the innovation process: top-management support, structural differentiation, explicit processes, and a collaborative corporate culture. This finding can serve as blue print for implementing purchasing integration and therewith improve the success of supplier integration in NPD.

scholarly journals Managing and Applying Innovation in New Product Development - Strategies and Initiatives

2019 ◽  
Vol 1 (2) ◽  
pp. 21-30
Author(s):  
Pratap Chandra Mandal
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Bottom Of The Pyramid ◽  
Management Support ◽  
Top Management Support ◽  
Turbulent Times ◽  
Adoption Of Innovation ◽  
Managing Innovation

Companies require introducing new products in the market and manage product innovation properly to remain ahead in the competition. Innovative firms should adopt a customer-centered approach towards managing innovation. They require understanding individual differences of customers in their readiness to accept innovation and roles of product characteristics in adoption of innovation among customers. Managing innovation requires collaboration and proper coordination. Top management support is imperative for new product development. Firms should adopt an approach of team-based innovation. Also, firms should handle innovation in a systematic rather than in a haphazard manner. Innovative companies should also consider opportunities during turbulent times and invest wisely to utilize those opportunities. Firms may also benefit by targeting individuals at the bottom of the pyramid with innovation. Companies require considering all these approaches towards managing innovation in new product development to perform and excel in the competition.

Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

2014 ◽  
Vol 903 ◽  
pp. 431-437 ◽  
Author(s):  
Abdul Aziz Fazilah ◽  
Nur Najmiyah Jaafar ◽  
Sulaiman Suraya
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Success Factor ◽  
Management Support ◽  
Critical Success ◽  
Research Activities

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

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