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.

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.

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

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.

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.

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.

INVESTIGATING ANTECEDENTS AND STAGE-SPECIFIC EFFECTS OF CUSTOMER INTEGRATION INTENSITY ON NEW PRODUCT SUCCESS

2018 ◽  
Vol 22 (04) ◽  
pp. 1850032 ◽  
Author(s):  
MONIKA C. SCHUHMACHER ◽  
SABINE KUESTER ◽  
ANNA-LENA HANKER
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Customer Orientation ◽  
New Product ◽  
Product Development Process ◽  
Cross Sectional ◽  
Customer Integration ◽  
New Product Success ◽  
Product Success ◽  
New Goods

This cross-sectional study specifically examines the antecedents and performance consequences of customer integration intensity for B2C industries. In line with this focus, we extend the notion of market-oriented management by explicitly considering the role of customers and retailers as two distinct facets of the market intelligence perspective. Moreover, for new product development in B2C industries, research says little about when customers should be integrated during the new product development process. First, data from 205 firms and evidence from a validation study of 175 firms indicate that customer integration intensity in new goods development positively affects overall new product success. Further, the results show that companies can foster the intensity of customer integration by emphasising both retailer and customer orientation and by establishing an incentive system that comprises new product development-specific components. Second, additional cross-sectional data from 171 firms show that managers need to integrate customers intensively in the development and launch stage and less in the ideation stage for the successful development of new goods.

New Product Scenarios: Prospects for Success

1981 ◽  
Vol 45 (2) ◽  
pp. 48-60 ◽  
Author(s):  
Roger Calantone ◽  
Robert G. Cooper
Keyword(s):  
High Risk ◽  
Product Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
New Product Success ◽  
Product Success ◽  
New Product Introductions ◽  
Categorization Scheme

New product development and launch is a critical but high risk corporate endeavor. This article examines almost 200 industrial new product introductions in order to identify the ingredients of new product success. A categorization scheme, involving scenarios of new products, is developed from the data, and proves useful in assessing the merits and dangers of various types of new product projects.

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