INTERNET-BASED TECHNOLOGY USE AND NEW PRODUCT TIME-TO-MARKET: THE MODERATING EFFECT OF PRODUCT INNOVATIVENESS

2010 ◽  
Vol 14 (05) ◽  
pp. 915-946 ◽  
Author(s):  
DANUTA DE GROSBOIS ◽  
UMA KUMAR ◽  
VINOD KUMAR
Keyword(s):  
Technology Use ◽  
Team Learning ◽  
New Product ◽  
Manufacturing Companies ◽  
Communication Quality ◽  
Time To Market ◽  
Product Innovativeness ◽  
Innovative Products ◽  
The Impact ◽  
Team Integration

The aim of this study is to investigate the impact of Internet-based technology (IBT) use during a new product development (NPD) project on new product time-to-market. It is hypothesized that (1) IBT use has a positive impact on new product time-to-market (2) this impact is both direct and indirect (3) the indirect impact of IBT use on product time-to-market is achieved through improvement of communication quality, effectiveness of team learning and level of team integration (4) the strength of these relationships is moderated by the product innovativeness. In order to test the hypotheses, data from 278 NPD projects conducted by Canadian and American manufacturing companies were collected and analyzed. IBT use was found to be a significant contributor to communication quality, effectiveness of team learning, level of team integration and new product time-to-market. Additionally, the results indicate that the relationships are stronger for projects developing highly innovative products as opposed to less innovative products.

scholarly journals A multi-dimensional approach for managing open innovation in NPD

2017 ◽  
Vol 37 (10) ◽  
pp. 1366-1385 ◽  
Author(s):  
Hanna Bahemia ◽  
Brian Squire ◽  
Paul Cousins
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Three Dimensions ◽  
Longitudinal Impact ◽  
Product Innovativeness ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

Purpose This paper explores openness within new product development (NPD) projects. The purpose of this paper is to examine the impact of breadth, depth and partner newness on product innovativeness and product competitive advantage. The authors also seek to examine the contingent effects of the appropriability regime. The authors make suggestions to academics and practitioners based on the findings. Design/methodology/approach The authors use a structured survey instrument producing an empirical analysis of 205 NPD projects in the manufacturing sector in the UK. The authors use an ordinary least squares regression model to test hypothesised relationships between openness (breadth, depth and partner newness), product innovativeness, product competitive advantage and the appropriability regime. Findings The authors find that each of the three dimensions of openness, depth, breadth and partner newness, have a significant but differing impact on product innovativeness. Specifically, the study indicates that breadth has a positive effect but only in the presence of a strong appropriability regime, partner newness has a direct positive effect, and depth a direct negative effect. The authors also find that product innovativeness has a positive impact on product competitive advantage. Research limitations/implications Further research should focus on replicating the findings in other countries, search for further moderating factors, such as the stage of the NPD process, and analyse the longitudinal impact of openness within NPD projects. Practical implications Organisations are encouraging managers to be more open in their approach to NPD. The authors’ findings suggest that managers need to think about the three dimensions of openness, breadth, depth and partner newness. Their engagement with each of these dimensions depends on the desired outcomes of the innovation project and the strength of patents. Originality/value The research extends the extant supplier involvement in new product development literature to examine the effect of up to 11 types of external actor in NPD projects. The authors test a new multi-dimensional measurement scale for the openness construct. The authors show that each dimension has a different relationship with product innovativeness.

Risks Management in Agile New Product Development Project Environments

2018 ◽  
Vol 7 (4) ◽  
pp. 37-67 ◽  
Author(s):  
Brian J. Galli ◽  
Paola Andrea Hernandez Lopez
Keyword(s):  
New Product Development ◽  
Management Practices ◽  
New Products ◽  
New Product ◽  
Development Project ◽  
Manufacturing Companies ◽  
Customer Requirements ◽  
Product Development Project ◽  
Agile Practices ◽  
Innovative Products

This article reviews the risks associated with the implementation of Agile Project Management practices in projects that involved new products development in manufacturing companies and identified according to existing research the best strategies to approach those risks. Further, this article analyzes the events that can affect the implementation of APM practices in projects that involve the development of new products within manufacturing companies and provides some strategies to mitigate, avoid, and minimize the likelihood if they become risks and its impact in the customer requirements. Principal risks in manufacturing companies were highlighted, and its probability and impact were evaluated regarding scope, quality, schedule, and cost. Risk responses and strategies were noted align with the purpose of the agile practices, which is to deliver innovative products quickly and with high-quality standards.

scholarly journals Evaluating the Agile-Stage-Gate Hybrid Model: Experiences From Three SME Manufacturing Firms

2019 ◽  
Vol 16 (08) ◽  
pp. 1950048 ◽  
Author(s):  
Kasper Edwards ◽  
Robert G. Cooper ◽  
Tomas Vedsmand ◽  
Giulia Nardelli
Keyword(s):  
Product Development ◽  
Success Rate ◽  
New Product ◽  
Manufacturing Firms ◽  
Development Model ◽  
Manufacturing Companies ◽  
Time To Market ◽  
Hybrid Product ◽  
Development Approach ◽  
Positive Results

Agile-Stage-Gate is a hybrid product development model that integrates elements of both Agile and Stage-Gate to help companies realize the strengths of both. Recent studies show positive results in manufacturing companies, although SMEs are notably absent despite being the majority. This paper reports results of a test of the model in three deliberately chosen manufacturing SMEs. Results were improved: time to market, overall new product process, higher success rate. Agile required adaptations, and novel solutions were found by the test firms. The positive results suggest that Agile-Stage-Gate must be considered as a recommended product development approach in SME manufacturers.

The influence of leadership styles on new product development performance: the moderating effect of product innovativeness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chonlatis Darawong
Keyword(s):  
Leadership Styles ◽  
New Product Development ◽  
Transactional Leadership ◽  
New Product ◽  
Product Innovativeness ◽  
New Product Success ◽  
Content Type ◽  
Team Members ◽  
Product Success ◽  
The Impact

PurposeThis article aims to examine the impact of leadership styles on new product development (NPD) and how product innovativeness of NPD projects moderates this impact. The results reveal the implications of different product innovativeness for leaders of NPD projects in achieving successful outcomes.Design/methodology/approachData were collected through a questionnaire survey of NPD team members who were involved in NPD. Participants were employees from different departments, including research and development (R&D), quality control (QC), production and marketing. These individuals worked in innovative manufacturing industries such as automotive and auto parts and electronics.FindingsResults show that transformational leadership has a significantly positive effect on new product success and NPD speed, whereas transactional leadership has a significantly negative effect on both outcomes. Furthermore, the positive impact of transformational leadership on new product success for high innovativeness is stronger than for low innovativeness. In addition, the negative impact of transactional leadership on both new product success and speed for high innovativeness is stronger than for low innovativeness.Research limitations/implicationsFirst, the sample size was fairly small because of limited access to middle-level management and low willingness to share information involving the firms' production. Second, since both transformational and transactional leaderships are multidimensional, each dimension may affect performance in different ways. Third, the respondents were mainly from a single department which could omit varying perspectives.Practical implicationsThe research findings provide recommendations on how different leadership styles support team members to effectively perform NPD tasks in either high or low innovativeness.Originality/valueThis study extends the theory of leadership by providing a holistic understanding of how leadership styles affect NPD performance. It also extends the understanding of how the impact of two different leadership styles on NPD performance is moderated by product innovativeness.

scholarly journals Method and information technology to research the component architecture of products to justify investments of high-tech enterprise

2021 ◽  
pp. 150-157
Author(s):  
Oleg Fedorovich ◽  
Oleg Uruskiy ◽  
Yurii Pronchakov ◽  
Mikhail Lukhanin
Keyword(s):  
Information Technology ◽  
Target Function ◽  
New Product ◽  
High Tech ◽  
Order Fulfillment ◽  
Technical Requirements ◽  
Component Architecture ◽  
Innovative Products ◽  
The Impact ◽  
Diversified Portfolio

The development of enterprises in strategic industries depends on funding made innovative products that are in demand in the markets for high-tech products. The interest of investors depends on the innovation and competitiveness of the products that the enterprise can produce. The enterprise should make a new, diversified portfolio of orders to attract funding from potential investors. The innovativeness of the product is determined by the novelty of the components in its composition. Therefore, the pressing challenge is to study the innovation of high-tech products based on their component architecture. It makes it possible for investors to assess the possibility of enterprise financing while making a promising diversified portfolio of orders. The study develops a method to justify investments into the new orders that are based on the research of the component architecture of the complex product. The tasks analyzed the product component architecture innovation and investment attractiveness, justify and select the diversified portfolio of orders, simulate and assess orders portfolio feasibility are stated and solved. The paper proposes the component method that makes it possible to evaluate the architecture of the new product in terms of innovation and investment attractiveness. The research of innovation is conducted depending on the composition of the components in the architecture of the whole product. These components can be either new that require a new cycle of creation, or “old” ones, taken from previous experience with the possible adaptation to the technical requirements of the new product. By using the proposed multifactor planning of the experiment, the possible options are considered and the main indicators of the new product are assessed: investment attractiveness, costs, timelines, and risks of order fulfillment. Using lexicographic ordering of alternatives the compromised selection of the optimal option in terms of limited capabilities of the enterprise is conducted. To optimize the diversified portfolio of orders the method of integer (Boolean) programming is used. Investment attractiveness is used as a target function. The restrictions consider allowable costs, timelines, and risks of the orders portfolio fulfillment. In the last part of the paper, the method of simulation agent modeling in a form of applied information technology is used to assess the timeline for order fulfillment and the impact of risks on the feasibility of the diversified portfolio of orders. The novelty of the results is related to the justification of the choice of a diversified portfolio of orders, which in contrast to the already existing approaches, is based on the advanced component architecture of complex products and the simulation of orders portfolio selection considering innovation and investor interests. The proposed method and information technology are planned for the future development of an enterprise that makes it possible to assess the competitiveness of products, as well as the possibility to attract funding.

scholarly journals To be successful in developing new products - a perspective from the project of manufacturing enterprises in HCMC

2013 ◽  
Vol 16 (1) ◽  
pp. 5-19
Author(s):  
Hung Nguyen Bui ◽  
Luong Phuoc Le ◽  
Hanh Thi Hong Tran ◽  
Dang Thi Hong Nguyen
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Positive Impact ◽  
New Product ◽  
Manufacturing Companies ◽  
Manufacturing Enterprises ◽  
Two Factors ◽  
The Impact ◽  
Positive Impacts

New product development (NPD) is the major driver of profitability, maintains competitive advantage and ensures the survival of companies. Previous studies showed that a high failure rate was found in the projects of new product development, especially in the consumer market. Thus, this study aims at identifying the success factors of new product development projects at the manufacturing companies in Ho Chi Minh City. In accordance with this purpose, a research model is proposed for this study including four success factors: Nature of product, Project activities, Characteristics of market, and Corporate skills and resources. Total 400 questionnaires were sent to respondents who are project managers at the manufacturing companies, and then 123 feed-backs were considered qualified for the data analysis, with the response rate of 30.75 %. The results of this study show that the characteristics of market have the most positive impact on the success of projects in new product development. The nature of products as well as the corporate skills and resources are the two factors which are also found to have positive impacts on the success of projects in new product development. Meanwhile, the project activities also impose positive impacts on the success of the projects; yet, the impact level is less than the other three factors.

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