A Cross-National Comparative Study of New Product Development Processes: Japan and the United States

1997 ◽  
Vol 61 (2) ◽  
pp. 1-18 ◽  
Author(s):  
X. Michael Song ◽  
Mark E. Parry
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Management Practices ◽  
New Product ◽  
The United States ◽  
Commercial Success ◽  
Product Success ◽  
Development Processes ◽  
Using Data ◽  
Cross National

Drawing on the marketing and management literatures, the authors identify strategic, tactical, and environmental factors that influence the commercial success of new products. They test the resulting conceptual model using data collected on 788 Japanese and 612 American new product development projects. The results provide insights into the antecedents and correlates of new product success and failure in both Japanese and U.S. firms, as well as into successful and unsuccessful management practices.

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 Differential Impact of New Product Development “Make/Buy” Choices on Immediate and Future Product Quality: Insights from the Automobile Industry

2017 ◽  
Vol 81 (6) ◽  
pp. 1-23 ◽  
Author(s):  
Kartik Kalaignanam ◽  
Tarun Kushwaha ◽  
Tracey A. Swartz
Keyword(s):  
Product Development ◽  
Product Quality ◽  
New Product Development ◽  
Automobile Industry ◽  
Positive Impact ◽  
New Product ◽  
The United States ◽  
Trade Offs ◽  
Using Data ◽  
The Impact

This article examines the impact of new product development (NPD) “make/buy” choices on product quality using data from the automobile industry. Although the business press has lamented that NPD outsourcing compromises product quality, there is no systematic evidence to support or refute this assertion. Against this backdrop, this study tests a contingency model of the impact of NPD make/buy decisions on immediate and future product quality. The hypotheses are tested using data on NPD make/buy choices of 173 models of 12 automobile firms in the United States between 2007 and 2014. The authors find that whereas NPD buy has a more positive impact on immediate product quality, NPD make has a more positive impact on future product quality. Furthermore, the immediate product quality impact of NPD buy is stronger when (1) technologies are more complex and (2) firm NPD capability is higher. In contrast, the future product quality impact of NPD make is stronger when (1) there is postlaunch adverse feedback and (2) firm NPD capability is higher. The study highlights the complex trade-offs associated with NPD make/buy decisions and offers valuable insights on how firms could manage these decisions.

Investigating the Effects of Reward Interdependence and Nonfinancial Incentives on NPD Collaboration in Diverse Project Teams

2019 ◽  
Vol 50 (6) ◽  
pp. 641-656
Author(s):  
Zhen Zhang ◽  
Lianying Zhang ◽  
Aibin Li
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Management Practices ◽  
Deep Level ◽  
Reward System ◽  
New Product ◽  
Project Teams ◽  
Team Size ◽  
Incentive Mechanisms ◽  
Product Success

New product development (NPD) collaboration is an essential trigger for new product success. Many scholars have emphasized the reward system as an effective tool to manage NPD collaboration. Yet, our understanding about what types of rewards should be used for NPD collaboration is still unclear. This research examines the effects of reward interdependence and nonfinancial incentives on NPD collaboration, as well as the moderating roles of team size and deep-level heterogeneity. Findings from a field study involving 83 NPD project teams in China showed that both nonfinancial incentives and reward interdependence promoted NPD collaboration. Specifically, team size negatively moderated the relationships between incentive mechanisms and NPD collaboration. The reward interdependence–NPD collaboration relationship was negatively moderated by deep-level heterogeneity. Finally, suggestions for further research and project management practices are discussed.

Knowledge Creation in New Product Development Projects

2006 ◽  
Vol 32 (2) ◽  
pp. 210-236 ◽  
Author(s):  
Anja Schulze ◽  
Martin Hoegl
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
New Product ◽  
Theory And Practice ◽  
Development Projects ◽  
Development Phase ◽  
New Product Success ◽  
Product Success ◽  
Using Data

In this article, the authors develop and test hypotheses relating the four knowledge creation modes of socialization, externalization, combination, and internalization as performed during the concept and the development phases of new product development projects to new product success. Using data from 94 new product development projects, they find that socialization during the concept phase and combination during the development phase are positively related to new product success but that externalization during the concept phase as well as socialization and internalization during the development phase are negatively related to new product success. Implications for theory and practice are discussed.

Product development management complexity: emerging challenges and the role of senior leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juliano Pavanelli Stefanovitz ◽  
Ana Beatriz Lopes de Sousa Jabbour
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Systems Engineering ◽  
Portfolio Management ◽  
Management Practices ◽  
New Product ◽  
Content Type ◽  
Development Processes ◽  
Product Development Processes

Purpose This paper aims to present and discuss factors that affect the current complexity of new product development processes in the appliance sector, exploring their influence on the repositioning of senior Research & Development (R&D) executives in terms of both knowledge and leadership management. Design/methodology/approach The paper is built on an illustrative real case which is analyzed based on the conceptual foundations of the role of senior R&D executives, vis-a-vis industry specialists’ reflections on new requirements for such managers due to the current complexity of new product development processes. Findings The paper proposes an integrative framework that links emerging trends in product development complexity with a new enhanced approach required for senior R&D management. In addition, this paper raises new skills to equip the current and future generations of R&D managers, taking into account the need to reposition the knowledge management skills of senior R&D executives. Practical implications This paper sheds light on the skills desirable for senior R&D executives to be prepared for the new complexity involved in new product development processes, such as soft skills related to people management practices; technical skills related to portfolio management, project management and systems engineering; and conceptual skills related to the own, teach, learn and delegate strategy. Originality/value This paper blends academic and practical experience to shed light on emerging issues within R&D organizations and to point out the value of real impact research to open new research avenues.

Concurrent Engineering Assessment: A Proposed Framework

1996 ◽  
Vol 210 (4) ◽  
pp. 321-328 ◽  
Author(s):  
J Poolton ◽  
I Barclay
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Research Study ◽  
New Product ◽  
Using Data ◽  
Past Experiences ◽  
Depth Interviews

There are few studies that have found an adequate means of assessing firms based on their specific needs for a concurrent engineering (CE) approach. Managers interested in introducing CE have little choice but to rely on their past experiences of introducing change. Using data gleaned from a nine month case study, a British-wide survey and a series of in-depth interviews, this paper summarizes the findings of a research study that examines how firms orientate themselves towards change and how they go about introducing CE to their operations. The data show that there are many benefits to introducing CE and that firms differ with respect to their needs for the CE approach. A tentative means to assess CE ‘needs’ is proposed which is based on the level of complexity of goods produced by firms. The method is currently being developed and extended to provide an applications-based framework to assist firms to improve their new product development performance.

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