INVESTIGATING THE IMPACT OF RADICAL TECHNOLOGY ADOPTION INTO THE NEW PRODUCT DEVELOPMENT PROCESS

2019 ◽  
Vol 24 (04) ◽  
pp. 2050035
Author(s):  
SAJNA IBRAHIM ◽  
MICHAEL OBAL
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Technologies ◽  
New Product ◽  
Negative Influence ◽  
Product Development Process ◽  
Product Launch ◽  
The Impact ◽  
Radical Technologies ◽  
Npd Performance

Product developers are increasingly often faced with the decision of whether or not to adopt new technologies into their own new product development (NPD) processes. Adopting a resource-based perspective, we posit that the adoption of radical technologies into the NPD process, such as remote collaborative design, virtual reality, and simulation systems, can help improve NPD performance. At the same time, these adoptions are likely to slow down product launch. Just as consumers struggle to integrate radical technologies during the short-term, we propose that new product developers will face a similar learning curve. Therefore, we investigate potential moderators that could help product developers quickly integrate radical technologies and lessen their negative influence on product launch timeliness. A wide-ranging survey of 249 product managers sponsored by an international product development organisation is used in this study. The results reveal that while the adoption of radical technologies benefits NPD performance, the adoption tends to slow down the product launch process. However, cross-functional leadership within the organisation helps to lessen this negative influence on launch timeliness. The results from this study offer product managers practical guidelines for successfully adopting radical technologies into the NPD process and mitigating risks.

The impact of user innovator mindset on feedback volume, feedback diversity and new product development performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiajun Wu ◽  
Matthew O'Hern ◽  
Jun Ye
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Online Survey ◽  
New Product ◽  
Research Database ◽  
Product Diffusion ◽  
Content Type ◽  
Product Improvement ◽  
The Impact ◽  
Npd Performance

PurposeThis study examines the influence of different user innovator mindsets on new product development (NPD) performance. The current research explores the relative impact of a product-focused user innovator mindset vs a customer-focused mindset on feedback volume and feedback diversity and investigates the effect of each type of feedback on product improvement and product diffusion.Design/methodology/approachThis study examines these relationships using two distinct types of data. Data on user innovator mindset, feedback characteristics and user innovator improvisation were obtained via an online survey. Archival data on NPD performance measures were acquired directly from an online research database, and results were obtained using confirmatory factor analysis.FindingsThe authors find that while neither type of user innovator mindset directly influences NPD performance, user innovators, who are highly customer-focused, have a significant advantage in sourcing knowledge from users in the form of a higher volume of feedback and more diverse feedback. In turn, feedback volume appears to positively influence product improvement, while feedback diversity positively influences product diffusion. Finally, the effect of both types of feedback on product improvement is enhanced for user innovators who are highly improvisational.Originality/valueThis research highlights the important role that customer focus plays in directly obtaining knowledge from customers (i.e. customer feedback) and the effects of that feedback on NPD performance. This study provides evidence that a user innovator's interest in accurately understanding the needs of their peers improves their access to external knowledge and enhances their innovation efforts.

Evaluating the Discriminatory Value and Reliability of Ideation Metrics for Their Application to Concept Development and Prototyping

2017 ◽  
Author(s):  
Jessica Menold ◽  
Kathryn Jablokow ◽  
Timothy Simpson ◽  
Rafael Seuro
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Concept Development ◽  
Product Development Process ◽  
Concept Generation ◽  
Market Place ◽  
Design Changes ◽  
The Impact ◽  
Original Concept

Approximately half of new product development projects fail in the market place. Within the product development process, prototyping represents the largest sunk cost; it also remains the least researched and understood. While researchers have recently started to evaluate the impact of formalized prototyping methods and frameworks on end designs, these studies have typically evaluated the success or failure of these methods using binary metrics, and they often evaluate only the design’s technical feasibility. Intuitively, we know that a product’s success or failure in the marketplace is determined by far more than just the product’s technical quality; and yet, we have no clear way of evaluating the design changes and pivots that occur during concept development and prototyping activities, as an explicit set of rigorous and informative metrics to evaluate ideas after concept selection does not exist. The purpose of the current study was to investigate the discriminatory value and reliability of ideation metrics originally developed for concept generation as metrics to evaluate functional prototypes and related concepts developed throughout prototyping activities. Our investigation revealed that new metrics are needed in order to understand the translation of product characteristics, such as originality, novelty, and quality, from original concept through concept development and prototyping to finalized product.

scholarly journals The Impact of Concurrent Engineering Strategy on New Compex Product Development Process in Organization: An Empirical Study of Manufacturing and Service Industry in Malaysia

2013 ◽  
Vol 61 (1) ◽  
Author(s):  
Amran Rasli ◽  
Saif ur Rehman Khan ◽  
Tan Owee Kowang
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Service Industry ◽  
Reliability And Validity ◽  
New Product ◽  
Product Development Process ◽  
The Impact ◽  
New Product Development Process

Taking into account the customers, supplier and organization involvement in the new product development (NPD), this article focuses on the synthesis, evaluation, and selection of various sub-factors of concurrent engineering involved in new product development process. The aim of this study was to provide the reliability and validity of six sub-factors of concurrent engineering model of the 49-item questionnaire and to analyze its association with concurrent engineering and new product development process in a sample of 35 manufacturing and services organization located in Johor, Malaysia. Methods: A self reported survey was conducted in 35 manufacturing and services organization located in Johor, Malaysia. Results: Appropriate internal consistencies of the six sub-scales: customers relationship, team development, continuity, tools and techniques, suppliers involvement and corporate focus and their association with concurrent engineering, were obtained. Zero-order correlation and regressions analysis replicated the theoretically assumed structure of the effective concurrent engineering (ECE). Evidence of criterion validity was obtained from cross-correlations of the scales and from their linear and multiple regression analysis. Finally, all seven scales were associated with a highly significant ratio of concurrent engineering as predicted by fundamental theory. Conclusion: Based on the results of this study the seven version of the model, questionnaire is considered a reliable and valid instrument for measuring association in developing the new complex product development process.

Enhancing New Product Development Effectiveness With Internet of Things Origin Real Time Data

2018 ◽  
Vol 20 (3) ◽  
pp. 21-35 ◽  
Author(s):  
Samir Yerpude ◽  
Tarun Kumar Singhal
Keyword(s):  
Product Development ◽  
Real Time ◽  
New Product Development ◽  
New Product ◽  
Product Development Process ◽  
Primary Data ◽  
Time Data ◽  
Organizational Boundaries ◽  
Real Time Data ◽  
The Impact

The purpose of this article is twofold. First is to ascertain and establish the collaboration required between different stakeholders in the fundamental process of New Product Development (NPD). Augmentation of the process with the IoT origin real time data to enrich the efficacy of the New Product Development process forms the second part of the study. The primary data is collated from over 100 plus professionals while the qualitative data required for the second part is collated with the help of focused group interviews. The Likert scale with five points was deployed to record the opinions. The empirical analysis supports the theory that an effective collaboration is required between the different entities such as Sales, Marketing, R&D and going beyond the organizational boundaries Suppliers & Customers for the new product to be fruitful and successful in the market. The impact of using the IoT origin real time data on the effectiveness of the New Product Development is evaluated. In the current scenario for an organization to lead the market, it is essential that it has a descent product roadmap and an effective NPD. The current study reveals the importance of the NPD and contributes towards making it more effective with the IoT origin real time data.

Investigating the Impact of Knowledge Management Factors on New Product Development Performance

2011 ◽  
pp. 210-226 ◽  
Author(s):  
Belbaly Nassim
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
New Product ◽  
Research Model ◽  
Management Factors ◽  
And Performance ◽  
The Impact ◽  
Npd Performance

Knowledge is recognized as an important weapon for new product development (NPD) performance, and many firms are beginning to manage the knowledge detained by their new product development processes. Researchers have investigated knowledge management factors such as enablers, creation processes, and performance. However, very few studies have explored the relationship between these factors in the context of new product development (NPD). To fill this gap, this article develops a research model which applies the knowledge management factors to the NPD context. The model includes five enablers: collaboration, trust, learning, team leadership characteristics, and t-shaped skills with an emphasis on the knowledge creation processes such as socialization, externalization, combination, and internalization. The results confirm the strong support of the research model and the impact of the independent variables (knowledge management enablers) on the dependent variables (knowledge creation and NPD performance). In light of these findings, the implications for both theory and practice are discussed.

The impact of customer orientation on new product development performance

2018 ◽  
Vol 67 (3) ◽  
pp. 590-607 ◽  
Author(s):  
Fan Yang ◽  
Huiying Zhang
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Customer Orientation ◽  
New Product ◽  
Customer Focus ◽  
Content Type ◽  
Customer Involvement ◽  
Positive Effects ◽  
The Impact ◽  
Npd Performance

PurposeThe purpose of this paper is to empirically examine the underlying impacts of customer orientation on new product development (NPD) performance. Further, this study investigates the moderating effect of top management support (TMS) on the customer orientation-performance relationship.Design/methodology/approachThis study as a unique approach has classified customer orientation into three sub-dimensions: customer focus, customer involvement and communication with customers. And the NPD performance is explored both from financial and nonfinancial aspects.FindingsBased on a sample of 366 high performance manufacturing firms across ten countries, the obtained results of hierarchical moderated regression analyses reveal that customer focus, customer involvement and communication with customers have significantly positive effects on both financial and nonfinancial performance of NPD; TMS positively moderates the relationship between multiple dimensions of customer orientation and NPD performance.Practical implicationsThe research extends the customer orientation literature by describing three dimensions of customer orientation and empirically testing their effects on NPD performance. This study also contributes to a deep understanding of the influence factors of NPD performance, both from the financial and nonfinancial aspects. The proposed framework provides a fine-grained analysis to help us understand in what way the customer orientation is linked to performance outcomes.Originality/valueThis study is innovative because it seeks to make a contribution to existing literature from a theoretical perspective by investigating the sub-dimensions of customer orientation and moderating role of TMS.

AN EMPIRICAL STUDY OF KNOWLEDGE TRANSFER IN WORKING RELATIONSHIPS WITH SUPPLIERS IN NEW PRODUCT DEVELOPMENT

2012 ◽  
Vol 16 (02) ◽  
pp. 1250013 ◽  
Author(s):  
YUSHAN ZHAO ◽  
MARILYN LAVIN
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
New Product Development ◽  
Explicit Knowledge ◽  
New Product ◽  
Working Relationships ◽  
Relationship History ◽  
The Impact ◽  
Npd Performance ◽  
Supplier Relationship

This study examines the factors (trust, communication, supplier relationship specific adaptations, supplier flexibility, and relationship history) that influence knowledge transfer from the supplier to the customer firm in new product development, and the impact of knowledge transfer on product development performance. It also suggests that knowledge tacitness moderates these relationships. Based on a sample of 186 US firms, this study finds that trust, communication, supplier relationship specific adaptations, and supplier flexibility influence knowledge transfer. Knowledge transfer, in turn, has an effect on new product development performance. Mixed findings have also been reported in this paper with respect to the moderating effects of knowledge tacitness. Trust, supplier flexibility, and relationship history are more important for tacit knowledge transfer than for explicit knowledge. Knowledge tacitness does not moderate the relationship between knowledge transfer and NPD performance. However, the results show that both tacit and explicit knowledge transfer significantly affects NPD performance.

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