METHOD APPLICATION IN NEW PRODUCT DEVELOPMENT AND THE IMPACT ON CROSS-FUNCTIONAL COLLABORATION AND NEW PRODUCT SUCCESS

2014 ◽  
Vol 18 (01) ◽  
pp. 1450002 ◽  
Author(s):  
MARC GRANER ◽  
MAGDALENA MIßLER-BEHR
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Project ◽  
New Product Success ◽  
Product Success ◽  
Product Costs ◽  
The Impact ◽  
First Time ◽  
The Relationship

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.

The Impact of Development Speed on New Product Success: A Meta-Analysis

2013 ◽  
Vol 357-360 ◽  
pp. 2574-2577 ◽  
Author(s):  
Peng Bin Gao ◽  
Bo Yu ◽  
Wei Wei Wu
Keyword(s):  
New Product Development ◽  
Positive Impact ◽  
Meta Analysis ◽  
New Product ◽  
New Product Success ◽  
Product Success ◽  
Research Level ◽  
Meta Regression Analysis ◽  
The Impact ◽  
The Relationship

Despite years of research on new product development suggesting that development speed is an important prerequisite for product success, the empirical results show conflicting conclusion. To offer much needed clarity, this study use a meta-analysis approach allowing the systematic integration of 45 empirical findings from existing research. The findings reveal that development speed has a positive impact on product success. Using subgroup analysis and meta-regression analysis, results show that the culture and industry characteristics, research level, informants and variables measurement are found to moderate the relationship between speed and new product success. These findings have important implications for further research.

Open creative workspaces impacts for new product development team creativity and effectiveness

2019 ◽  
Vol 21 (4) ◽  
pp. 290-306 ◽  
Author(s):  
Hélène Sicotte ◽  
Andrée De Serres ◽  
Hélène Delerue ◽  
Virginie Ménard
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Team Effectiveness ◽  
New Product ◽  
Development Project ◽  
Multidisciplinary Teams ◽  
Team Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to further explore the relationship between new product development project teams and their workspace regarding the impact of the physical (space variety, indoor environmental quality, large meeting room, workstation) and sociotechnical environments (project commitment, IT environment) on their creativity and effectiveness. Design/methodology/approach The authors gathered data on an enterprise’s ten multidisciplinary teams operating in diverse workspaces by four means: over 40 interviews and four months of observation, secondary data and a survey with 645 responses. Findings For teams co-located on site and abroad, employees express that proximity in open space is paramount even considering the augmented density. The relationship between team effectiveness and team creativity is strong and bidirectional (correlationβ = 0.40****), but the patterns of relationship between these two variables and certain dimensions of the physical and sociotechnical environment are different. There is a positive and direct impact on team effectiveness, but to a lesser degree on creativity which, in turn, positively influences team effectiveness. Moreover, creativity intervenes (mediator variable) between project commitment, satisfaction with large meeting rooms and the IT environment on their relationship with team effectiveness. When the authors added a direct link between the variables and team effectiveness, the model explains 47.1 per cent of the variance. Research limitations/implications The scope of the data is somewhat limited by the time that the company and its teams could allocate to this paper. Practical implications The arrangement of space reinforces employees’ sense of belonging to their team as measured by project commitment which along with satisfaction with the large meeting rooms and IT environment influence both team effectiveness and creativity. Managers could consider these three elements as levers for action. Space variety (or balanced layout) is also a way to support team creativity. Originality/value Even if open spaces are frequently used, the literature on creative spaces is dedicated mainly to an individual. This paper delivers some results and evidence on the concrete and simultaneous impacts of the workspaces on creativity and effectiveness of multidisciplinary new product development (NPD) team.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

The Determinants of Japanese New Product Successes

1997 ◽  
Vol 34 (1) ◽  
pp. 64-76 ◽  
Author(s):  
X. Michael Song ◽  
Mark E. Parry
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Functional Integration ◽  
New Product ◽  
New Product Success ◽  
Product Success ◽  
The Past ◽  
Japanese Firms ◽  
Using Data

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.

The effect of new product development techniques on new product success in Spanish firms

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

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.

Cross-Functional Integration and New Product Success: An Empirical Investigation of the Findings

2008 ◽  
Vol 72 (6) ◽  
pp. 132-146 ◽  
Author(s):  
Lisa C. Troy ◽  
Tanawat Hirunyawipada ◽  
Audhesh K. Paswan
Keyword(s):  
New Product Development ◽  
Empirical Investigation ◽  
Meta Analysis ◽  
Functional Integration ◽  
Development Program ◽  
New Product ◽  
New Product Success ◽  
Analysis Techniques ◽  
Product Success ◽  
The Impact

Although cross-functional integration is often considered an important element in a successful new product development program, a great deal of variance exists in extant literature regarding how integration is defined and implemented and how relevant studies are conducted. The authors attempt to bring clarity to a diverse set of 25 studies that investigate cross-functional integration by empirically analyzing 146 correlations between integration and aspects of new product success. The authors examine the impact of 12 potential moderators that affect the integration–success link using meta-analysis techniques. The findings indicate that though cross-functional integration may indeed have a direct impact on success, the combination of integration with other variables may be of greater importance. Furthermore, because most of the nine variables that significantly affect the integration–success relationship are either managerially controlled or industry specific, the findings imply that firms should design cross-functional structures to maximize their effectiveness. Other variables that affect the integration–success relationship reflect researchers’ methodological decisions, suggesting that care should be taken when designing and interpreting the results of such studies. The authors discuss the implications of these findings and directions for further research.

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