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.

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

Applying Design Roadmapping in New Product Development Education: Insights From Student Design Teams

2018 ◽  
Author(s):  
Euiyoung Kim ◽  
Sara L. Beckman ◽  
Alice M. Agogino
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Design Teams ◽  
Experience Design ◽  
Development Education ◽  
User Experience Design ◽  
Student Teams ◽  
Survey Responses ◽  
The University

A design roadmap is a canvas that facilitates embedding user experience design goals into the earliest stages of the design process by envisioning how a concept can evolve over time to meet changing user needs. This paper explores the development of design roadmap canvases by product design teams in an educational setting. It does so by (1) examining the design roadmapping workshop deliverables from new product development student teams at the University of California, Berkeley between 2014–2017 and (2) analyzing 107 survey responses from students in those workshops about their design roadmapping experiences. The paper describes the benefits to students using design roadmapping and insights into how best to engage students in design roadmapping exercises. Finally, based on the challenges students had with the process employed in the experiment, recommendations are provided to help educators and practitioners make productive use of design roadmaps.

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.

SUPPLIER CONTRIBUTION TO BUYER INNOVATIVENESS: THE INFLUENCE OF CUSTOMER ATTRACTIVENESS AND STRATEGIC FIT

2019 ◽  
Vol 24 (02) ◽  
pp. 2050016
Author(s):  
NICO D. A. STEENSTRA ◽  
CEES J. GELDERMAN ◽  
JOS M. C. SCHIJNS ◽  
JANJAAP SEMEIJN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Survey Study ◽  
Development Projects ◽  
Development Programs ◽  
Strategic Fit ◽  
Business Partners ◽  
The Core ◽  
Core Concepts

Buying companies increasingly need suppliers that significantly contributes to their innovation and capability resources. Customer attractiveness and the strategic fit with a supplier are likely to play an important role in new product development projects. However, no research has addressed and simultaneously investigated the interplay of strategic fit, customer attractiveness, and supplier’s contribution to buyer’s innovativeness. This study fills these gaps by carrying out a quantitative survey study among 81 members of the branch organization for the Dutch metal industry. The findings largely confirm the positive relations between the core concepts of this study. The results suggest that purchasing professionals should invest in customer attractiveness, rather than forcing business partners into coercive supplier development programs.

scholarly journals Impacts of innovation type SME’s R&D capability on patent and new product development

2018 ◽  
Vol 12 (1) ◽  
pp. 45-61 ◽  
Author(s):  
Minseo Kim ◽  
Ji-eung Kim ◽  
Yeong-wha Sawng ◽  
Kwang-sun Lim
Keyword(s):  
Product Development ◽  
Human Resource ◽  
New Product Development ◽  
Technology Policy ◽  
Manufacturing Sector ◽  
New Product ◽  
Political Support ◽  
Small Enterprises ◽  
Content Type ◽  
Innovation Type

Purpose This study aims to verify the effectiveness and efficiency of corporate technology innovation activities. Design/methodology/approach This study empirically analyzes the effects of research and development (R&D) capability on patent and new product development achievements on innovation-type small- and medium-sized enterprises (SMEs) by using the “Report on Korean Innovation Survey 2010: Manufacturing Sector” data released by the Science and Technology Policy Institute. Findings The results of the study indicate that staffing of the concentration of R&D human resource team and efforts toward open innovation are essential factors for the creation of corporate performance.The number of persons of the concentration R&D team in particular makes up essential resources for patent acquisition and new product development. In addition, in case of an SME’s with relatively poor resources, it is necessary to acquire resources, both material and immaterial, learn from the external R&D activities and internalize those into key corporate capabilities rather than step up the R&D activities on their own. Originality/value The results of this study indicate that innovative small enterprises need to secure the number of R&D human resource members for maintaining sustainable competitiveness and securing market share. Therefore, a strategy is needed that would enable employing and raising excellent human resource in the quantitative and qualitative aspects. However, in the circumstances that small enterprises suffer difficulty in securing professional human resource for R&D compared to large enterprises, as there is a limitation for securing human resource for R&D from only the dimension of enterprises, governmental and political support is thought to be necessary for securing good-quality human resource for R&D. Accordingly, the results of this study provide many implications for the necessity of detailed methodology on how to expand professional human resource for R&D among supporting policies for technical innovative enterprises and to establish innovative strategies of enterprises.

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