scholarly journals Family Governance at Work

2016 ◽  
Vol 29 (2) ◽  
pp. 189-213 ◽  
Author(s):  
Alfredo De Massis ◽  
Josip Kotlar ◽  
Federico Frattini ◽  
James J. Chrisman ◽  
Mattias Nordqvist
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Medium Size ◽  
Development Programs ◽  
Design Decisions ◽  
High Performing ◽  
Family Governance ◽  
Organizational Issues ◽  
Family Enterprises

A growing body of research is concerned with how family governance influences innovation. Yet the organizational issues that family governance engenders for innovation processes have been largely overlooked. In a study of six small- and medium-size family enterprises, we investigate the design decisions that fit family and business logics to create high-performing new product development programs. Our results reveal three design principles concerning teams, leadership, and incentives that diverge from customary approaches of organizing for new product development, adding important dimensions to the determinants of successful new product development in small- and medium-size family enterprises.

Accelerating Production Readiness Using Lean Product Development

2009 ◽  
Author(s):  
Michael J. Parsons ◽  
Nicholas M. Josefik
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
Scale Up ◽  
New Product ◽  
Time To Market ◽  
High Performing ◽  
Lean Product Development ◽  
Value Stream ◽  
Development Cycle

Lean manufacturing and accelerated product development, two forces when combined into lean product development, can accelerate time-to-market and manufacturing scale-up, achieving production readiness in the shortest possible time. This paper presents what is possible when the two underlying themes of lean manufacturing and new product development unite with the orchestrated chaos of a high performing team. A benchmark value stream has been documented along with product development cycle time examples ranging from 4 to 16 months for concept-to-production readiness.

scholarly journals Analysis of the effect of risk management practices on the performance of new product development programs

Technovation ◽  
2014 ◽  
Vol 34 (8) ◽  
pp. 441-453 ◽  
Author(s):  
Josef Oehmen ◽  
Alison Olechowski ◽  
C. Robert Kenley ◽  
Mohamed Ben-Daya
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Management Practices ◽  
New Product ◽  
Development Programs

Ensuring Reliability in Lean New Product Development

2011 ◽  
Author(s):  
John J. Paschkewitz
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
New Product ◽  
Shop Floor ◽  
Design Decisions ◽  
Lean Product Development ◽  
Critical Characteristics ◽  
Reliability And Robustness ◽  
First Time

Many companies have begun their lean journey. This typically begins on the shop floor with lean manufacturing methods. This soon leads to applying lean to other processes including new product development. Lean New Product Development (Lean NPD) creates value and eliminates waste by creating knowledge up front to enable informed design decisions and eliminate rework loops. From a quality and reliability perspective, this should be viewed positively because it offers the opportunity to do what is needed up front to ensure robust and reliable products. This paper provides an introduction to Lean NPD and shows how it can be applied to reliability needs definition, design decisions, risk assessment and mitigation, critical characteristics and process control, product testing, failure analysis and corrective action to improve product reliability and robustness. Lean product development changes the focus of how design and development are done, and reliability and robustness tasks are part of the up front knowledge development that facilitates better decisions to get the product right the first time and eliminate the waste of rework and repeated development loops.

scholarly journals Becoming a Sustainable Organization: Focusing on Process, Administrative Innovation and Human Resource Practices

2019 ◽  
Vol 11 (13) ◽  
pp. 3554 ◽  
Author(s):  
Hyejin Cho ◽  
Pyoungsoo Lee ◽  
Choong Ho Shin
Keyword(s):  
Product Development ◽  
Human Resource ◽  
New Product Development ◽  
New Product ◽  
Necessary Condition ◽  
Human Resource Practices ◽  
Organizational Sustainability ◽  
Development Programs ◽  
Development Goals ◽  
Survey Responses

Despite the importance of constant product improvement to becoming a sustainable organization, the relationship between different types of innovation and new product development has received little attention. This article contributes to prior research by proposing a necessary condition for successful product development, which increases organizational sustainability. While it has been widely argued that technological innovation is an important factor for new product development, we contribute by illustrating the importance of process and administrative innovation, which changes an organization’s way of doing business. By analyzing survey responses from 2127 Korean firms, we empirically demonstrate that process and administrative innovation increase the likelihood of achieving new product development goals. Our findings also show that innovation-supporting human resource practices such as talent development programs and work autonomy increase the effectiveness of process and administrative innovations. Overall, we suggest that organizations are able to achieve a sustainable presence in the product market when they constantly innovate the way they run themselves. Additionally, in order to manage such innovation, organizations should nurture a creative environment by devising effective, innovation-supporting human resource practices.

COMPLEXITY AND THE MULTIPLE IMPACTS ON NEW PRODUCT DEVELOPMENT: RESULTS FROM A FIELD STUDY

2012 ◽  
Vol 09 (06) ◽  
pp. 1250043 ◽  
Author(s):  
JONGBAE KIM ◽  
DAVID WILEMON
Keyword(s):  
Product Development ◽  
Interpersonal Relationships ◽  
New Product Development ◽  
New Technologies ◽  
Core Competency ◽  
New Product ◽  
Future Research ◽  
Development Programs ◽  
Development Teams ◽  
And Performance

Most technology-based product development programs are becoming more complex and difficult to manage. New technologies, increasingly knowledgeable customers, partnered development projects, differentiated global markets, and more sophisticated product development practices make corporate innovation initiatives especially challenging. The factors that make new product development (NPD) projects complex can impact both NPD processes and performance. Unfortunately, the relationships between complexity and NPD processes and performance are not well-understood. Our study is based on 32 in-depth field interviews with NPD project participants regarding their experiences dealing with complexity. Our interviews were specifically aimed at understanding the consequences to NPD projects when complexity issues arise; whether complexity affects interpersonal relationships within development teams; and what complexity issues, if any, are created when development teams work with alliances and partners. Our research also seeks to understand if significant competitive advantages can be attained by firms from their ability to effectively manage complex new products. After presenting our findings, we construct a comprehensive model to help explain complexity and its potential impacts on NPD. We then develop several implications for product development managers and their teams regarding how to manage complexity. We posit that for technology-based organizations, "managing development complexity", is a critical core competency. We conclude our work with suggestions for future research.

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