scholarly journals Strategic alliances, organisational learning and new product development: the cases of Rover and Seat

1999 ◽  
Vol 29 (4) ◽  
pp. 391-404 ◽  
Author(s):  
Maria Jose Alvarez Gil ◽  
Pedro Gonzalez de la Fe
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
New Product ◽  
Organisational Learning

scholarly journals Leveraging social media in new product development: organisational learning processes, mechanisms and evidence from China

2020 ◽  
Vol 40 (5) ◽  
pp. 671-695 ◽  
Author(s):  
Yuanzhu Zhan ◽  
Kim Hua Tan ◽  
Leanne Chung ◽  
Lujie Chen ◽  
Xinjie Xing
Keyword(s):  
Social Media ◽  
Product Development ◽  
New Product Development ◽  
Social Presence ◽  
Academic Research ◽  
New Product ◽  
Organisational Learning ◽  
Learning Mechanisms ◽  
Content Type ◽  
Study Approach

PurposeThe main purpose of this paper is to investigate how social media can provide important platforms to facilitate organisational learning and innovation in new product development (NPD) process.Design/methodology/approachUsing a multiple case-study approach, this study assesses qualitative data collected via 56 interviews from 13 world-leading Chinese companies in the high-technology industry.FindingsThe study identified three distinct types of organisational learning mechanisms for firms to extract potential innovation inherent in social media. It further determined various organisational enablers that facilitate the connections between these mechanisms and NPD performance.Research limitations/implicationsThis research contributes to the emerging literature on digital product development and organisational learning. The cases were conducted in the Chinese context, hence, the results may not be fully generalisable to other organisations, industries and countries without appropriate re-contextualisation.Practical implicationsThe empirical evidence showcases the various mechanisms adopted by managers in different NPD phases. It identifies several technological and organisational adaptations that managers can apply to smartly scale their social presence and facilitate NPD.Originality/valueDespite the exponential growth of social media use in identifying and interacting with external stakeholders, managerial practice and academic research have paid little attention to how social media can be leveraged for NPD. The value of this research comes from applying a qualitative method to gain in-depth insights into the mechanisms for leveraging social media to facilitate innovation in NPD.

scholarly journals Is control still an important managerial function? An examination of structural and control process factors in strategic alliances

2021 ◽  
Vol 16 (4) ◽  
pp. 316-333
Author(s):  
Cosmin Florin Lehene
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Structural Control ◽  
Control Process ◽  
New Product ◽  
Control Factors ◽  
Process Factors ◽  
And Control ◽  
The Relationship

Abstract In this paper we aimed to find an answer to the question: is control still important for modern organization in order to favor achievement of superior performances? We have tried to find answer to this question through an empirical investigation in the field of strategic alliances. Thus, we have analyzed the relationship between alliance monitorization and control and various measures of alliance performances. Based on a statistical analysis of data provided by 46 best performers medium and large companies operating in Romania, we found that control is still important for superior performances, whether productivity (e.g. revenues growth) or innovation related performances (e.g. new product development). We used multiple multilinear regressions and found positive associations between alliance monitorization and control, structural control factors and productivity, respectively innovation related performances. Surprisingly, we found that control process factors are not associated with superior innovation performances and for productivity related performances there is only a low intensity association. In terms of explanatory potential of regression models, in five models out of six, the control factors significantly explained why some companies extracted higher value from their portfolio of strategic alliances, as compared to companies extracting more modest value. The various measures of alliance performances (revenues growth, competitive position, customer satisfaction, operations improvement, product improvement, new product development) were also separately investigated.

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.

Strategic alliances as a mechanism for wealth creation in the biopharmaceutical industry: An empirical analysis of the Spanish case

2006 ◽  
Vol 12 (3) ◽  
Author(s):  
Emma Gutiérrez De Mesa Vázquez ◽  
Juan Angel Jiménez Martín ◽  
Juan Mascareñas
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Positive Function ◽  
New Product ◽  
Biopharmaceutical Industry ◽  
Wealth Creation ◽  
Biotechnology Firms ◽  
Positive Effects ◽  
Complementary Assets

The paper studies strategic alliances signed between traditional pharmaceutical companies (TPCs) and new biotechnology firms (NBFs) in Spain, on the initial basis that a firm's rate of new product development is a positive function of the number of strategic alliances that it has entered into. Nevertheless, we believe, as do others, that although strategic alliances may initially have positive effects on that rate, this relationship may exhibit diminishing returns. We suggest that the relationship between the number of alliances and the rate of new product development may be an inverted U-shape in the Spanish biopharmaceutical industry. Our regression model provides evidence to support such a relationship. However, the results suggest that only when the firm enters into too many alliances does diminishing return and ultimately negative return set in. The main strategic conclusion for the biopharmaceutical industry is that alliances represent a viable way for biopharmaceutical companies to gain access to the complementary assets required to increase their rate of new product development. A major contribution to this investigation is the empirical assessment for the Spanish biopharmaceutical industry.

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