Risk prediction of information leakage in new product development stage based on data driven model

2021 ◽  
Vol 25 (2) ◽  
pp. 114
Author(s):  
Yang Wang
Keyword(s):  
Product Development ◽  
Risk Prediction ◽  
New Product Development ◽  
Information Leakage ◽  
New Product ◽  
Development Stage ◽  
Data Driven

scholarly journals New Product Development in an Omnichannel World

2020 ◽  
Vol 63 (1) ◽  
pp. 81-98
Author(s):  
Santiago Gallino ◽  
Robert Rooderkerk
Keyword(s):  
Consumer Behavior ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Stage ◽  
Linear Path ◽  
Integrated Technology ◽  
Packaged Goods ◽  
The Way ◽  
Product Portfolios

Firms compete in an increasingly omnichannel environment. Customers no longer travel a single linear path but traverse a complex map invoking many channels, firm-owned and external, seamlessly through integrated technology. The associated changes in consumer behavior and the ways that firms engage consumers have led many to reshape the way they innovate their product portfolios. This article presents a structured overview of some of the most striking changes to firms’ new product development (NPD) processes in B2C settings. Enlisting the classic NPD funnel, it describes how the omnichannel environment and its technologies affect speed and execution in each development stage. It illustrates key changes with examples from packaged goods, consumer technology, and fashion.

A Study on Risk Assessment of the Commercial Development Stage of New Product in Manufacturing Enterprises

2012 ◽  
Vol 248 ◽  
pp. 495-498
Author(s):  
Xiao Wei Liu ◽  
Xu Yun Liu
Keyword(s):  
Risk Assessment ◽  
Product Development ◽  
New Product Development ◽  
Evaluation Method ◽  
Comprehensive Evaluation ◽  
New Product ◽  
Fuzzy Comprehensive Evaluation ◽  
Development Stage ◽  
Commercial Development ◽  
Manufacturing Enterprises

The new product development of manufacturing Enterprises is not only complicated, expensive and more difficult,but the risk is higher.There will be many uncertain factors.An enterprise carries on the risk assessment,analyzes conclusion and proposes counter measures on the commercial development stage of new product in manufacturing enterprises by analyzing the risk factors and building an effective risk assessment index system including 6 first-level indicators and 22 secondary indicators of the commercial development stage of new product,along with the weight factor table method and fuzzy comprehensive evaluation method,which will reduce the risk and improve success rate of new product development,thus providing a theoretical basis for enterprises to improve risk management capabilities.

scholarly journals Psychological Safety in Aviation New Product Development Teams: Case Study of 737 MAX Airplane

2020 ◽  
Vol 12 (21) ◽  
pp. 8994
Author(s):  
Michael Naor ◽  
Nicole Adler ◽  
Gavriel David Pinto ◽  
Alon Dumanis
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Flight Control ◽  
Psychological Safety ◽  
New Product ◽  
Federal Aviation Administration ◽  
Development Stage ◽  
Simulator Training ◽  
Critical Systems ◽  
Prototype Development

The goal of current study is to discern the antecedents of two airplane accidents involving the Boeing MAX 737. The theory of normal accidents serves as a lens to comprehend the hazard stemming from MAX design with dissonance between two critical systems: engine propulsion and flight control. Cooper’s framework further delineates lack of psychological safety during prototype development from the project’s inception along six dimensions: management/supervision, safety systems, risk, work pressure, competence, and procedures/rules. The analysis indicates dearth of leadership commitment for a safety culture under time pressure and budget constraint. Our results corroborate the paramount importance of the pilot’s extensive simulator training in order to test the interaction between the innovative Maneuvering Characteristics Augmentation System and human behavior response time. Lessons gleaned from the study include three insights. First, the importance of meticulously testing a prototype during the new product development stage and the hazard stemming from improvisation to extend the life of outdated engineering design. Second, the necessity of regulatory authorities, such as the Federal Aviation Administration, undergoing a modernization process by invigorating their ranks with data scientists attuned to 21st century skills in big data analytics. Third, FAA should diminish the delegation of self-certified permits to manufacturers.

DO OPPOSITES ATTRACT IN NEW PRODUCT DEVELOPMENT? INVESTIGATING THE ROLE OF INNOVATION-MANAGEMENT CONTROL COOPERATION ACROSS THE NPD PROCESS

2021 ◽  
Author(s):  
MATTHIAS HANDRICH ◽  
SVEN HEIDENREICH ◽  
CHRISTOPH MUNCK
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Management ◽  
Secondary Data ◽  
New Product ◽  
Past Research ◽  
Development Stage ◽  
Management Control ◽  
Financial Success ◽  
Data Set

Cross-functional intra-firm cooperation is crucial for a firm’s new product development (NPD) process and innovation success. Nevertheless, neither current innovation nor management control literature does provide empirical evidence on whether and how the cooperation between innovation and management control departments affects outcomes of the NPD process. Thus, this paper intends to close this research gap by studying the effect of innovation-management control cooperation (IMCC) across multiple NPD process stages on NPD process effectiveness and its consequences for a firm’s innovation and financial success. A multiple-informant data set was collected including 109 dyadic data sets from employees at project and top management level and combined with secondary data assessing financial success. The results show that IMCC exerts a positive effect on NPD process effectiveness. More specifically, the effect can be best described as u-shaped, being strongest in the concept development and implementation stage, but weaker in the product development stage of the NPD process. Furthermore, our findings show that innovation success mediates the relationship between NPD process effectiveness and financial success thereby explaining the contradictory findings of past research concerning the link between NPD and financial success.

Inter-firm and intra-firm coordination of buyer-supplier collaborations in new product development under conflicts of interest

2019 ◽  
Vol 34 (4) ◽  
pp. 850-861 ◽  
Author(s):  
Lisa Melander ◽  
Fredrik Tell
Keyword(s):  
Product Development ◽  
Information Sharing ◽  
New Product Development ◽  
Conflict Of Interest ◽  
Conflicts Of Interest ◽  
Information Leakage ◽  
New Product ◽  
Coordination Mechanisms ◽  
Content Type ◽  
The Way

Purpose The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest. Inter- and intra-organizational coordination mechanisms are investigated. Design/methodology/approach The findings reported are based on a multiple case study consisting of four cases at two firms. Theoretical sampling consisted in selecting two projects with opposite levels of conflicts of interest between the collaborating firms. In total, 38 interviews were conducted with employees in buying and supplying firms. Findings The findings illustrate how inter-firm conflicts of interest affect the way firms coordinate both externally and internally. A high level of conflicts of interest related to information leakage emanated in more distant relationships with limited coordination between buyer and supplier. This restrictive relationship is also reflected in limited coordination between the buyer’s purchasing and research and development (R&D) units. Research limitations/implications Generalizability is limited, as only two large industrial firms have been studied, but with four projects investigated in detail. The study shows that in situations, in which there is a conflict of interest, external coordination affects the firms’ internal coordination. Conflicts of interest in buyer-supplier NPD collaborations are managed by limiting information sharing, which is reflected in the way R&D and purchasing are coordinated. Practical implications Managers need to be aware of that a firm’s fear of sharing information with its supplier can also transfer to intra-firm unit coordination, as R&D may limit its information sharing with purchasing. On the other hand, in buyer-supplier collaborations with little conflict of interest, firms can form close relationships. Such a close relationship is also mirrored in how R&D and purchasing openly share information and coordinate. Originality/value This research contributes to an increased understanding of coordination in buyer-supplier innovation collaboration. Firms not only need to consider their external coordination but also how coordination with suppliers may affect the way they coordinate in NPD projects within the firm between purchasing and R&D.

The impact of business analytics capability on data-driven culture and exploration: achieving a competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Najah Almazmomi ◽  
Aboobucker Ilmudeen ◽  
Alaa A. Qaffas
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Data Driven ◽  
Business Analytics ◽  
Content Type ◽  
The Impact ◽  
Analytics Capability

PurposeIn today's business setting, the business analytic capability, data-driven culture and product development features are highly pronounced in light of the firm's competitive advantage. Though widespread attention has been given to the above concepts, there hasn't been much research done on how it could support achieving competitive advantage.Design/methodology/approachThis research strongly lies on the theoretical background and empirically tests the hypothesized relationships. The primary survey of 272 responses was analysed by using the partial least squares structural equation modelling (PLS-SEM).FindingsThe findings of this study show a significant relationship for the constructs in the research model except for the third hypothesis. Accordingly, the firm's data-driven culture does not have a significant impact on new product newness.Originality/valueThis study empirically tests the business analytics capability, data-driven culture, and new product development features in the context of a firm's competitive advantage. The findings of this study contribute to the theoretical, practical and managerial aspects of this field.

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