Customization of Product Technology and International New Product Success: Mediating Effects of New Product Development and Rollout Timeliness

2000 ◽  
Vol 17 (4) ◽  
pp. 268-285 ◽  
Author(s):  
George M. Chryssochoidis ◽  
Veronica Wong
1997 ◽  
Vol 34 (1) ◽  
pp. 64-76 ◽  
Author(s):  
X. Michael Song ◽  
Mark E. Parry

The authors report the results from a three-year study of new product development practices in Japanese firms. They develop a causal model of factors correlated with new product success. They test the model using data collected on 788 new products developed and commercialized by Japanese firms in the past four years. The “best practices” identified in this study suggest that Japanese new product success is positively influenced by the level of cross-functional integration and information sharing, the firm's marketing and technical resources and skills, the proficiency of the new product development activities undertaken, and the nature of market conditions. Cross-functional integration and product competitive advantage are two key determinants of new product success. The authors also discuss managerial and research implications.


2002 ◽  
Vol 31 (3) ◽  
pp. 261-271 ◽  
Author(s):  
Francisco Javier Miranda González ◽  
Tomás Manuel Bañegil Palacios

2014 ◽  
Vol 18 (01) ◽  
pp. 1450002 ◽  
Author(s):  
MARC GRANER ◽  
MAGDALENA MIßLER-BEHR

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.


2018 ◽  
Vol 22 (04) ◽  
pp. 1850032 ◽  
Author(s):  
MONIKA C. SCHUHMACHER ◽  
SABINE KUESTER ◽  
ANNA-LENA HANKER

This cross-sectional study specifically examines the antecedents and performance consequences of customer integration intensity for B2C industries. In line with this focus, we extend the notion of market-oriented management by explicitly considering the role of customers and retailers as two distinct facets of the market intelligence perspective. Moreover, for new product development in B2C industries, research says little about when customers should be integrated during the new product development process. First, data from 205 firms and evidence from a validation study of 175 firms indicate that customer integration intensity in new goods development positively affects overall new product success. Further, the results show that companies can foster the intensity of customer integration by emphasising both retailer and customer orientation and by establishing an incentive system that comprises new product development-specific components. Second, additional cross-sectional data from 171 firms show that managers need to integrate customers intensively in the development and launch stage and less in the ideation stage for the successful development of new goods.


2006 ◽  
Vol 32 (2) ◽  
pp. 210-236 ◽  
Author(s):  
Anja Schulze ◽  
Martin Hoegl

In this article, the authors develop and test hypotheses relating the four knowledge creation modes of socialization, externalization, combination, and internalization as performed during the concept and the development phases of new product development projects to new product success. Using data from 94 new product development projects, they find that socialization during the concept phase and combination during the development phase are positively related to new product success but that externalization during the concept phase as well as socialization and internalization during the development phase are negatively related to new product success. Implications for theory and practice are discussed.


1981 ◽  
Vol 45 (2) ◽  
pp. 48-60 ◽  
Author(s):  
Roger Calantone ◽  
Robert G. Cooper

New product development and launch is a critical but high risk corporate endeavor. This article examines almost 200 industrial new product introductions in order to identify the ingredients of new product success. A categorization scheme, involving scenarios of new products, is developed from the data, and proves useful in assessing the merits and dangers of various types of new product projects.


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