scholarly journals Is control still an important managerial function? An examination of structural and control process factors in strategic alliances

2021 ◽  
Vol 16 (4) ◽  
pp. 316-333
Author(s):  
Cosmin Florin Lehene
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Structural Control ◽  
Control Process ◽  
New Product ◽  
Control Factors ◽  
Process Factors ◽  
And Control ◽  
The Relationship

Abstract In this paper we aimed to find an answer to the question: is control still important for modern organization in order to favor achievement of superior performances? We have tried to find answer to this question through an empirical investigation in the field of strategic alliances. Thus, we have analyzed the relationship between alliance monitorization and control and various measures of alliance performances. Based on a statistical analysis of data provided by 46 best performers medium and large companies operating in Romania, we found that control is still important for superior performances, whether productivity (e.g. revenues growth) or innovation related performances (e.g. new product development). We used multiple multilinear regressions and found positive associations between alliance monitorization and control, structural control factors and productivity, respectively innovation related performances. Surprisingly, we found that control process factors are not associated with superior innovation performances and for productivity related performances there is only a low intensity association. In terms of explanatory potential of regression models, in five models out of six, the control factors significantly explained why some companies extracted higher value from their portfolio of strategic alliances, as compared to companies extracting more modest value. The various measures of alliance performances (revenues growth, competitive position, customer satisfaction, operations improvement, product improvement, new product development) were also separately investigated.

Improving new product development performance by risk management

2016 ◽  
Vol 31 (3) ◽  
pp. 418-425 ◽  
Author(s):  
Mehran Salavati ◽  
Milad Tuyserkani ◽  
Seyyede Anahita Mousavi ◽  
Nafiseh Falahi ◽  
Farshid Abdi
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Small Sample Size ◽  
New Product ◽  
Small Sample ◽  
Content Type ◽  
Total Performance ◽  
The Relationship ◽  
Npd Performance

Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

scholarly journals Product Portfolio Management: An Important Business Strategy

2015 ◽  
Vol 7 (1) ◽  
pp. 29-36 ◽  
Author(s):  
Mishelle Doorasamy
Keyword(s):  
Decision Making ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
Business Strategy ◽  
New Product ◽  
Product Portfolio ◽  
Historical Developments ◽  
Statistical Trends ◽  
The Relationship

Abstract The aim of this article is to provide reader with a comprehensive insight on the theories, empirical findings and models of Product Portfolio Management (PPM) during new product development. This article will allow for an in-depth theoretical approach on PPM and demonstrate to managers the importance of adopting PPM as business strategy during decision making. The objective of this paper is to present a literature review of models, theories, approaches and findings on the relationship between Product Portfolio Management and new product development. Relevant statistical trends, historical developments, published opinion of major writers in this field will be presented to provide concrete evidence of the problem being discussed.

Platform Strategy for New Product Development

2020 ◽  
pp. 123-143
Author(s):  
Sang-Wuk Ku
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Mediating Effect ◽  
Hierarchical Regression ◽  
Product Platform ◽  
Mediating Role ◽  
Platform Leadership ◽  
The Relationship

This chapter proves the mediating effect of product platform strategies on the relationship between a firm's subject, environment, and resources and the performance of new product development in the perspective of platform leadership. The author analyzed the mediating role of product platform strategy by considering CEO propensity, competition and customers, and competitiveness of retained resources. Compared to the past, in the perspective of platform leadership, the product platform strategy has a critical effect on the relationship between the business scope of a platform leader, the external relationship with complementors, and the internal organization of a platform leader impact on the performance of new product development. As a result of hierarchical regression analysis with the data of Korean high technology companies, the product platform strategy would be mediating the relationship between the antecedents such as CEO propensity, competition and customers, and competitiveness of retained resources and NPD performance.

New Product Development

2010 ◽  
pp. 192-215
Author(s):  
Robert S. Friedman ◽  
Desiree M. Roberts ◽  
Jonathan D. Linton
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Second Phase ◽  
Trade Offs ◽  
The Many ◽  
And Control ◽  
Functional Areas

The articles addressed in this chapter on new product development can be classified in two general categories—papers that address the internal processes that assist or hinder development, and those that focus on factors that contribute to a new product’s success or failure in terms of performance and diffusion. We begin with Cooper and Kleinschmidt (1986), who report on the second phase of the New Prod project. Its goal was to examine the nature of the steps that affect the development process and determine how the step-wise structure was modified by the developer companies in order to improve process performance. Clark (1989) looks at project scope, or the extent to which in-house part development affects new product development and overall project performance. The new product development process, as a comprehensive scope of work, is the subject of Millison, Raj, and Wilemon’s (1992) discussion, specifically what the tensions and trade-offs are that occur among different functional areas and how they affect innovative product development. Wheelwright and Clark (1992) provide insight into strategies to plan, focus, and control a firm’s project development, offering an aggregate project plan that promotes management clearly delineating the roles and steps of each participant’s activities. Griffin and Page (1993) offer a practitioner’s framework that identifies and coordinates the many measures of product development success and failure, and holds them up against existing measures used by academic researchers. We then move to Souder’s (1988) article examining the relationship between R&D groups and marketing groups, the nature of the problems between them, and the structure of potentially effective partnerships.

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