Does Social Media Really Help?

2016 ◽  
Vol 6 (3) ◽  
pp. 15-33
Author(s):  
Rebecca Liu ◽  
Aysegul Eda Kop
Keyword(s):  
Social Media ◽  
New Product Development ◽  
New Product ◽  
Evaluation Tool ◽  
Huge Amount ◽  
Moderation Effect ◽  
Customer Involvement ◽  
Product Success ◽  
Use Of Social Media ◽  
Critical Literature

This paper intends to understand whether social media helps new product success in the context of customer involvement. The authors present a debate about the opportunities and challenges of using social media in new product development (NPD). Through a critical literature review, a conceptual model with a moderation effect is presented. The review is mainly derived from 286 relevant papers published in top-ranked journals between 2005 and 2014. The results suggest that while social media provides an effective and efficient method for collecting information and knowledge about customers' expectations and experiences, it does not necessarily always lead to NPD success. The study shows that hidden customer needs, an advanced evaluation tool, the huge amount of information and a firm's absorptive capacity challenge the use of social media.

The Usage of Social Media in New Product Development Process

2018 ◽  
pp. 246-265
Author(s):  
Rebecca Liu ◽  
Aysegul Eda Kop
Keyword(s):  
Social Media ◽  
New Product Development ◽  
Absorptive Capacity ◽  
Product Development Process ◽  
Evaluation Tool ◽  
Customer Involvement ◽  
Use Of Social Media ◽  
The Impact ◽  
Insight Into

This chapter contributes to a better understanding of the role of social media in the NPD process and a debate about the impact of social media on NPD success. Through a critical literature review, this chapter provides an insight into the impact of social media on incremental NPD and its contribution to NPD success, in the context of customer involvement. The review is mainly derived from 286 relevant papers published in top-ranked journals between 2005 and 2014. The results suggest that while social media provides an effective and efficient method for collecting information and knowledge about customers' expectations and experiences, it does not necessarily always lead to NPD success. The study shows that hidden customer needs, an advanced evaluation tool, the huge amount of information and a firm's absorptive capacity challenge the use of social media.

The Usage of Social Media in New Product Development Process

2015 ◽  
pp. 120-139 ◽  
Author(s):  
Rebecca Liu ◽  
Aysegul Eda Kop
Keyword(s):  
Social Media ◽  
New Product Development ◽  
Absorptive Capacity ◽  
Product Development Process ◽  
Evaluation Tool ◽  
Customer Involvement ◽  
Use Of Social Media ◽  
The Impact ◽  
Insight Into

This chapter contributes to a better understanding of the role of social media in the NPD process and a debate about the impact of social media on NPD success. Through a critical literature review, this chapter provides an insight into the impact of social media on incremental NPD and its contribution to NPD success, in the context of customer involvement. The review is mainly derived from 286 relevant papers published in top-ranked journals between 2005 and 2014. The results suggest that while social media provides an effective and efficient method for collecting information and knowledge about customers' expectations and experiences, it does not necessarily always lead to NPD success. The study shows that hidden customer needs, an advanced evaluation tool, the huge amount of information and a firm's absorptive capacity challenge the use of social media.

How organizational structure and strategic alignment influence new product success

2020 ◽  
Vol 58 (1) ◽  
pp. 182-200
Author(s):  
Yung-Chang Hsiao ◽  
Ming-Ho Wu
Keyword(s):  
New Product Development ◽  
Information Service ◽  
New Product ◽  
Product Performance ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Product Success ◽  
New Product Performance ◽  
The Relationship

Purpose The purpose of this paper is to review and re-examine the role of the organization-level determinants from the perspectives of competence-based views. Design/methodology/approach Regression analysis was used to test the hypotheses in a sample of 80 cases drawn from a population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Findings The empirical results indicate that formalization is positively related to new product performance while decentralization has an inverse U-shaped curvilinear effect on new product performance. Furthermore, the regression findings also indicate that market-oriented strategy negatively moderates the relationship between formalization and new product performance, while technology-oriented strategy positively moderates the curvilinear relationship between decentralization and new product performance. Originality/value Extant literatures have paid attention to investigating the determinants to the performance of the new product development, but some of the results, such as in the organizational levels, are confusing and mixed. Contrary to previous works, the purpose of this paper is to review and re-examine the role of the organization levels determinants from the perspectives of competence-based view.

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.

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