THE VALUE OF EXPERIENCE-BASED SIMULATION IN GARNERING SUPPORT FOR RADICALLY NEW CONCEPTS

2021 ◽  
Author(s):  
JULIAN BAUER ◽  
FIONA SCHWEITZER ◽  
SVEN HEIDENREICH ◽  
TOBIAS ROETH
Keyword(s):  
Experimental Study ◽  
New Product Development ◽  
New Product ◽  
Construal Level Theory ◽  
Financial Resources ◽  
Negative Effects ◽  
Senior Managers ◽  
Potential Value ◽  
Internal Support ◽  
New Concepts

Radically new concepts (RNCs) are often killed off early in the new product development (NPD) process because they do not get the required support, such as financial resources from senior managers or input from technical experts. One reason is that the potential value of fledgling RNCs is often difficult for internal audiences to imagine when evaluating them. Our experimental study with 125 RNC evaluators investigates how experience-based simulation may increase their imaginative capability and support for an RNC. It increases imaginative capability in evaluators with positive preconceptions of RNCs (i.e., low cognitive resistance), thus strengthening their support. However, those with negative preconceptions (high cognitive resistance) become less supportive of RNCs in an experience-based simulation than in other settings. We draw from information-processing and construal level theory to explain the positive and negative effects of experience-based simulation. We also provide suggestions for NPD practitioners seeking internal support to progress their RNCs.

scholarly journals The Convergence of Planning and Execution: Improvisation in New Product Development

1998 ◽  
Vol 62 (3) ◽  
pp. 1-20 ◽  
Author(s):  
Christine Moorman ◽  
Anne S. Miner
Keyword(s):  
Product Development ◽  
Marketing Strategy ◽  
New Product Development ◽  
Organizational Factors ◽  
New Product ◽  
Organizational Memory ◽  
Environmental Turbulence ◽  
Negative Effects ◽  
Product Effectiveness ◽  
Positive Effect

The field of marketing strategy often makes the important assumption that marketing strategy should occur by first composing a plan on the basis of a careful review of environmental and firm information and then executing that plan. However, there are cases when the composition and execution of an action converge in time so that, in the limit, they occur simultaneously. The authors define such a convergence as improvisation and develop hypotheses to investigate the conditions in which improvisation is likely to occur and be effective. The authors test these hypotheses in a longitudinal study of new product development activities. Results show that organizational improvisation occurs moderately in organizations and that organizational memory level decreases and environmental turbulence level increases the incidence of improvisation. Results support traditional concerns that improvisation can reduce new product effectiveness but also indicate that environmental and organizational factors can reduce negative effects and sometimes create a positive effect for improvisation. These results suggest that, in some contexts, improvisation may be not only what organizations actually practice but also what they should practice to flourish.

The dark shadow of corruption on new product development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saikat Banerjee
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Products ◽  
Negative Relationship ◽  
New Product ◽  
Senior Managers ◽  
Firm Level ◽  
Theoretical Understanding ◽  
Market Strategy ◽  
Content Type

PurposeThe study examines the effects of corruption activities on new product development of firms. The roles of senior managers in the relationship between corruption activities and new product development are also studies.Design/methodology/approachThe data of Indian firms are collected from the Enterprise Survey conducted by World Bank in 2014. Variables on corruption, new product development, and other firm level factors are considered in the study. Logistic regression is used to examine the effect of firm's engagement in corruption activities on new product development.FindingsCorruption activities of firms is negatively related to new product development. Senior manager's industry experience and engagement in regulatory activities weaken the negative relationship between firm's engagement in corruption activities and new products development.Practical implicationsWith the increased focus on innovation, organizational managers have to work on the development of new products, and understanding of the negative relationship between engagement in corruption activities and new product development will help them to achieve the desired organizational goals.Originality/valueThe study contributes in three ways. Firstly, the paper extends the theoretical understanding of the implication of a non-market strategy, corruption on new product development. Secondly, the study contributes to the existing literature on the antecedents of new product development. Finally, the roles of senior managers helps to understand the importance of their industry and regulatory experience in the main relationship.

INTERDEPENDENCE AND COMMUNICATION BETWEEN TECHNICALLY TRAINED MANAGERS AND MARKETING MANAGERS DURING INNOVATION PROJECTS

2014 ◽  
Vol 18 (03) ◽  
pp. 1440003 ◽  
Author(s):  
GRAHAM R. MASSEY ◽  
ELIAS KYRIAZIS
Keyword(s):  
New Product Development ◽  
New Product ◽  
Working Relationships ◽  
Senior Managers ◽  
Marketing Manager ◽  
Team Members ◽  
Positive Effects ◽  
Marketing Managers ◽  
Bidirectional Communication ◽  
Using Data

Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.

New product performance and the benefit of periodically changing the relative influence balance between marketing and R&D

2017 ◽  
Vol 32 (1) ◽  
pp. 179-190 ◽  
Author(s):  
Frederik B.I. Situmeang ◽  
Mark A.A.M. Leenders ◽  
Nachoem M. Wijnberg
Keyword(s):  
New Product Development ◽  
New Product ◽  
Product Performance ◽  
Relative Influence ◽  
Senior Managers ◽  
Content Type ◽  
Positive Effects ◽  
New Product Performance ◽  
History Of ◽  
The Relationship

Purpose The purpose of this paper is to study the relationship between changes in relative influence between marketing and R&D and new product performance (NPP). The aim is to theorize and test whether relative influence changes are beneficial for NPP. Design/methodology/approach An international survey was sent out to pharmaceutical companies worldwide, resulting in 106 usable questionnaires from knowledgeable senior managers. A model is estimated that relates recent and historic changes in relative influence to NPP. Findings There is a positive relationship between recent relative influence changes and subsequent NPP. Moreover, this paper finds that having a history of adaptation with respect to relative influence can serve organizations to build up capabilities that, in turn, strengthen the positive effects of recent relative influence changes on NPP. Finally, the paper shows that relative influence changes and integration between marketing and R&D positively affect NPP jointly. Originality/value A core finding, that is quite counterintuitive, is that instability with respect to relative influence changes can help organizations to become more competitive in new product development.

THE PARTICULARITIES OF NEW PRODUCT DEVELOPMENT IN THE TEXTILE INDUSTRY

2017 ◽  
Vol 2017 ◽  
pp. 24-28
Author(s):  
Fabio Shimabukuro Sandes ◽  
◽  
Fundacao Getulio Vargas
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Textile Industry ◽  
New Product
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