Performance of Global New Product Development Programs: A Resource-Based View

2007 ◽  
Vol 24 (5) ◽  
pp. 419-441 ◽  
Author(s):  
Elko J. Kleinschmidt ◽  
Ulrike de Brentani ◽  
Sören Salomo
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Programs ◽  
Resource Based View

scholarly journals Analysis of the effect of risk management practices on the performance of new product development programs

Technovation ◽  
2014 ◽  
Vol 34 (8) ◽  
pp. 441-453 ◽  
Author(s):  
Josef Oehmen ◽  
Alison Olechowski ◽  
C. Robert Kenley ◽  
Mohamed Ben-Daya
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Management Practices ◽  
New Product ◽  
Development Programs

scholarly journals Becoming a Sustainable Organization: Focusing on Process, Administrative Innovation and Human Resource Practices

2019 ◽  
Vol 11 (13) ◽  
pp. 3554 ◽  
Author(s):  
Hyejin Cho ◽  
Pyoungsoo Lee ◽  
Choong Ho Shin
Keyword(s):  
Product Development ◽  
Human Resource ◽  
New Product Development ◽  
New Product ◽  
Necessary Condition ◽  
Human Resource Practices ◽  
Organizational Sustainability ◽  
Development Programs ◽  
Development Goals ◽  
Survey Responses

Despite the importance of constant product improvement to becoming a sustainable organization, the relationship between different types of innovation and new product development has received little attention. This article contributes to prior research by proposing a necessary condition for successful product development, which increases organizational sustainability. While it has been widely argued that technological innovation is an important factor for new product development, we contribute by illustrating the importance of process and administrative innovation, which changes an organization’s way of doing business. By analyzing survey responses from 2127 Korean firms, we empirically demonstrate that process and administrative innovation increase the likelihood of achieving new product development goals. Our findings also show that innovation-supporting human resource practices such as talent development programs and work autonomy increase the effectiveness of process and administrative innovations. Overall, we suggest that organizations are able to achieve a sustainable presence in the product market when they constantly innovate the way they run themselves. Additionally, in order to manage such innovation, organizations should nurture a creative environment by devising effective, innovation-supporting human resource practices.

COMPLEXITY AND THE MULTIPLE IMPACTS ON NEW PRODUCT DEVELOPMENT: RESULTS FROM A FIELD STUDY

2012 ◽  
Vol 09 (06) ◽  
pp. 1250043 ◽  
Author(s):  
JONGBAE KIM ◽  
DAVID WILEMON
Keyword(s):  
Product Development ◽  
Interpersonal Relationships ◽  
New Product Development ◽  
New Technologies ◽  
Core Competency ◽  
New Product ◽  
Future Research ◽  
Development Programs ◽  
Development Teams ◽  
And Performance

Most technology-based product development programs are becoming more complex and difficult to manage. New technologies, increasingly knowledgeable customers, partnered development projects, differentiated global markets, and more sophisticated product development practices make corporate innovation initiatives especially challenging. The factors that make new product development (NPD) projects complex can impact both NPD processes and performance. Unfortunately, the relationships between complexity and NPD processes and performance are not well-understood. Our study is based on 32 in-depth field interviews with NPD project participants regarding their experiences dealing with complexity. Our interviews were specifically aimed at understanding the consequences to NPD projects when complexity issues arise; whether complexity affects interpersonal relationships within development teams; and what complexity issues, if any, are created when development teams work with alliances and partners. Our research also seeks to understand if significant competitive advantages can be attained by firms from their ability to effectively manage complex new products. After presenting our findings, we construct a comprehensive model to help explain complexity and its potential impacts on NPD. We then develop several implications for product development managers and their teams regarding how to manage complexity. We posit that for technology-based organizations, "managing development complexity", is a critical core competency. We conclude our work with suggestions for future research.

scholarly journals Strategic Supplier Selection's Effects on Buyer Competitive Performance in Matching Domains: Is Supplier Integration Effective at Mediating Relationships?

2022 ◽  
Vol 8 (7-9) ◽  
Author(s):  
Shawnee Jr. Victory
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Product Innovation ◽  
Supplier Selection ◽  
New Product ◽  
Competitive Performance ◽  
Resource Based View ◽  
Supplier Integration ◽  
Indirect Impacts

The purpose of this research is to determine whether strategic supplier selection based on supplier capability in new product development, supplier quality, and supplier cost directly or indirectly improves the buyer's competitive performance capabilities in the matched domains of buyer product innovation, buyer quality, and buyer competitive pricing. The resource-based view of the firm is used to frame the direct effects of strategic supplier selection, arguing that a buyer's ability to select a supplier with resources and expertise in a specified domain should improve the buyer's performance capability in the "matched" domain (but not necessarily in "unmatched" domains). Two supplier integration techniques are considered as potential mediators, assuming indirect pathways. The research hypotheses examine both direct and indirect impacts for each of the matched domains, but do not assume cross-domain interactions. For instance, supplier selection for new product development capability should have an effect on buyer product innovation (in matched domains), but not always on buyer quality capability (unmatched domains). While the direct impacts of strategic supplier selection on buyer performance are supported in each matched domain, the indirect effects via supplier integration are not substantial for the matched domains. Strategic supplier selection is identified as a viable source of competitive advantage in the resource-based view. By contrast, supplier development and supplier partnership do not provide additional performance benefits in a particular domain over and beyond those obtained from strategic supplier selection in that domain; rather, it is the type of the resources selected that determines competitive advantage.

EXPLORING PROCESSES OF RESOURCE EXCHANGE AND CO-CREATION IN STRATEGIC PARTNERING FOR NEW PRODUCT DEVELOPMENT

2004 ◽  
Vol 08 (01) ◽  
pp. 37-61 ◽  
Author(s):  
HELEN PERKS
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Value Creation ◽  
New Product ◽  
Resource Exchange ◽  
Resource Based View ◽  
Strategic Partnering ◽  
Exchange Processes ◽  
Micro Level

This study articulates and explains the process of resource evolution in long-term new product development collaboration between competing large firms. By adopting a resource-based view of collaboration, the study maps, at a micro level, the evolution of R&D skills within an Italian manufacturer (Olivetti), co-developing mid-range photocopiers with a Japanese manufacturer (Canon), throughout four periods of time (from 1985 to 1998). The study identifies and explores activities leading to resource changes in each period and unravels the underlying explanatory processes behind such behaviour and outcomes. Findings from the study indicate that value in long-term co-development derives from the enduring exchange processes developed throughout the collaboration. The results suggest that investment in processes and mechanisms to adapt and evaluate resources, over time, acts as a critical precursor to effective resource exchange and value creation.

SUPPLIER CONTRIBUTION TO BUYER INNOVATIVENESS: THE INFLUENCE OF CUSTOMER ATTRACTIVENESS AND STRATEGIC FIT

2019 ◽  
Vol 24 (02) ◽  
pp. 2050016
Author(s):  
NICO D. A. STEENSTRA ◽  
CEES J. GELDERMAN ◽  
JOS M. C. SCHIJNS ◽  
JANJAAP SEMEIJN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Survey Study ◽  
Development Projects ◽  
Development Programs ◽  
Strategic Fit ◽  
Business Partners ◽  
The Core ◽  
Core Concepts

Buying companies increasingly need suppliers that significantly contributes to their innovation and capability resources. Customer attractiveness and the strategic fit with a supplier are likely to play an important role in new product development projects. However, no research has addressed and simultaneously investigated the interplay of strategic fit, customer attractiveness, and supplier’s contribution to buyer’s innovativeness. This study fills these gaps by carrying out a quantitative survey study among 81 members of the branch organization for the Dutch metal industry. The findings largely confirm the positive relations between the core concepts of this study. The results suggest that purchasing professionals should invest in customer attractiveness, rather than forcing business partners into coercive supplier development programs.

scholarly journals Family Governance at Work

2016 ◽  
Vol 29 (2) ◽  
pp. 189-213 ◽  
Author(s):  
Alfredo De Massis ◽  
Josip Kotlar ◽  
Federico Frattini ◽  
James J. Chrisman ◽  
Mattias Nordqvist
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Medium Size ◽  
Development Programs ◽  
Design Decisions ◽  
High Performing ◽  
Family Governance ◽  
Organizational Issues ◽  
Family Enterprises

A growing body of research is concerned with how family governance influences innovation. Yet the organizational issues that family governance engenders for innovation processes have been largely overlooked. In a study of six small- and medium-size family enterprises, we investigate the design decisions that fit family and business logics to create high-performing new product development programs. Our results reveal three design principles concerning teams, leadership, and incentives that diverge from customary approaches of organizing for new product development, adding important dimensions to the determinants of successful new product development in small- and medium-size family enterprises.

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