Product Development via Industry-University Joint R&D Ventures: What Makes a “Win-Win” Partnership?

2004 ◽  
Author(s):  
T. J. Nye
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
Product Innovation ◽  
Fundamental Difference ◽  
Analytic Model ◽  
Industry Partner ◽  
Significant Potential ◽  
Interesting Insight ◽  
Potential Benefits ◽  
The University

There are substantial benefits for both industry and universities from performing joint R&D projects. Given the significant potential benefits, both tangible and intangible, the level of such activity, however, seems surprisingly low. One reason hypothesized for this discrepancy is that the potential partners are motivated towards opposite goals: industry wishes to limit publication of research results due to fears of loss of competitive advantage in their markets as competitors obtain the benefits of the research at no cost, while academia is motivated to maximize publication. Intuitively, this would seem to be a fundamental difference between the potential partners. This paper studies this issue through the use of insights gained by a new analytic model of the profitability of such collaborations. First amongst these is that given the typical speed of product innovation and the typical publishing delay found in archival journals, little or no competitive advantage is expected to be lost by the industrial partner by allowing unrestricted publication freedom to the university partner. A second interesting insight occurs in the situation where a firm’s competitor forms the collaboration with the university partner. In general, if it is profitable for one industry partner to join the collaboration, the most beneficial decision for other firms in that market is to also join the collaboration.

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.

Manage Your Company’s Innovation Interdependencies

2016 ◽  
Vol 13 (06) ◽  
pp. 1750007
Author(s):  
Ulrich Lichtenthaler
Keyword(s):  
Product Development ◽  
Product Innovation ◽  
Business Models ◽  
Car Sharing ◽  
Insufficient Attention ◽  
Innovation Activities ◽  
Potential Benefits ◽  
Managing Innovation ◽  
Implementation Steps

In face of growing competitive pressures, many companies broaden their innovation activities beyond product development to address other types of innovation, such as new services, processes, and business models, which traditionally were often neglected. There are important interfaces among these innovation types, but their interplay is often ignored. The findings of 45 exploratory interviews underscore the managerial relevance of innovation interdependencies. A framework with the different innovation types is developed, and a case example of car-sharing is described. Moreover, the performance implications and implementation steps for actively managing innovation interdependencies are described. Without considering the interplay of multiple innovation types, the potential benefits of a firm’s innovation activities will not fully materialize. Consequently, many firms’ difficulties in profiting from innovation do not derive from an inappropriate management of product innovation. Instead, many of these difficulties can be traced back to an insufficient attention to innovation interdependencies.

The Indian University in a Comparative Perspective

2018 ◽  
Author(s):  
N.R. Madhava Menon
Keyword(s):  
Higher Education ◽  
Competitive Advantage ◽  
Higher Education Institutions ◽  
Knowledge Society ◽  
Comparative Perspective ◽  
Policy Changes ◽  
University System ◽  
Current State ◽  
The World ◽  
The University

The purpose of looking at Indian universities in a comparative perspective is obviously to locate it among higher education institutions across the world and to identify its strengths and weaknesses in the advancement of learning and research. In doing so, one can discern the directions for reform in order to put the university system in a competitive advantage for an emerging knowledge society. This chapter looks at the current state of universities in India and highlights the initiatives under way for change and proposes required policy changes.

Product development as a competitive advantage

2003 ◽  
Vol 13 (2) ◽  
pp. 38-41
Author(s):  
N. Sheridan ◽  
K. Smith ◽  
P. Gustavson
Keyword(s):  
Product Development ◽  
Competitive Advantage

The journey towards sustainable product development: why are some manufacturing companies better than others at product innovation?

Technovation ◽  
2021 ◽  
pp. 102239
Author(s):  
Julio Cesar Ferro de Guimarães ◽  
Eliana Andréa Severo ◽  
Charbel Jose Chiappetta Jabbour ◽  
Ana Beatriz Lopes de Sousa Jabbour ◽  
Ariane Ferreira Porto Rosa
Keyword(s):  
Product Development ◽  
Product Innovation ◽  
Manufacturing Companies ◽  
Sustainable Product Development ◽  
Sustainable Product ◽  
Better Than

Integrating wearable technology products and big data analytics in business strategy

2019 ◽  
Vol 21 (2) ◽  
pp. 255-275 ◽  
Author(s):  
Bishwajit Nayak ◽  
Som Sekhar Bhattacharyya ◽  
Bala Krishnamoorthy
Keyword(s):  
Health Insurance ◽  
Technology Adoption ◽  
Competitive Advantage ◽  
Customer Service ◽  
Product Innovation ◽  
Dynamic Capabilities ◽  
Technology Policy ◽  
Wearable Technology ◽  
Content Type ◽  
Technology Products

Purpose This study aims to explore the impact of the adoption of wearable technology products for Indian health insurance firms. It identifies the key dynamic capabilities that health insurance firms should build to manage big data generated by wearable technology so as to attain a competitive advantage. Design/methodology/approach A qualitative exploratory study using in-depth personal interviews with 53 Indian health insurance experts was conducted with a semi-structured questionnaire. The data were coded using holistic and pattern codes and then analyzed using the content analysis technique. The findings were based on the thematic and relational intensity analysis of the codes. Findings An empirical model was established where all the propositions were strongly established except for the moderate relationship between wearable technology adoption and product innovation. The study established the nature of the interaction of variables on technology policy, organizational culture, strategic philosophy, product innovation, knowledge management and customer service quality with wearable technology adoption and also ascertained its influence on firm performance and competitive advantage. Research limitations/implications From a dynamic capabilities perspective, this study deliberates on wearable technology adoption in the health insurance context. It also explicates the relationship between the variables on technology policy, organizational culture, strategic philosophy, product innovation, knowledge management and customer service quality with wearable technology adoption on firm performance. Originality/value This study is one of the first studies to add the context of wearable technology and health insurance to the existing body of knowledge on dynamic capabilities and sustainable competitive advantage for the service sector. It would help existing and prospective players in adopting or setting up appropriate business models.

Factors Influencing Innovation and Industrial Performance in Chinese Manufacturing Industry

2017 ◽  
Vol 14 (06) ◽  
pp. 1750040 ◽  
Author(s):  
Nnaemeka Vincent Emodi ◽  
Girish Panchakshara Murthy ◽  
Chinenye Comfort Emodi ◽  
Adaeze Saratu Augusta Emodi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Export Performance ◽  
Patent Application ◽  
New Product ◽  
Factors Influencing ◽  
Industrial Performance

This study investigates the factors influencing the Chinese manufacturing industry’s innovation and industrial performance utilizing a panel data approach on a sample of Chinese manufacturing enterprises over the period of 2008–2013. The industries were grouped according to related sectors into five groups, a general group was also created which included the whole data sample. The study found that research and development (R&D) expenditure positively influenced the growth of product innovation and industrial performance, but not necessarily knowledge innovation and export performance. Also, expenditure on new product development had a positive impact on both innovation and industrial performance. The growth of patent application was discovered to be influenced by an R&D project and foreign patent license. Finally, the number of enterprises and firm size (i.e. number of employees) contributed positively to the industrial output performance. The findings suggest that industrial R&D and new product development influences the success of product innovation and sales performance. The study recommends that the government should set up policies that will stimulate industrial R&D, while supporting technology transfers from foreign partners. Most importantly, government policies on the development of the industry should be addressed on a sectorial level and not a “one-size-fit-all” type of policy.

Zarządzanie wiekiem jako strategia wzrostu konkurencyjności przedsiębiorstw w dobie globalizacji

2011 ◽  
Vol 7 ◽  
pp. 73-81
Author(s):  
Paweł Czapliński
Keyword(s):  
Competitive Advantage ◽  
Management Strategies ◽  
Cultural Conditions ◽  
Age Diversity ◽  
Potential Benefits ◽  
A Company

This article is an attempt to characterise the age management strategies in companies in the context of demographic, economic and cultural conditions. As it is suggested by the conducted research, the majority of Polish companies currently do not use the age management strategies, which is primarily caused by their failure to realise the potential benefits as the fact of possessing rich age diversity in a company is one of the methods to accomplish the competitive advantage.

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

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