scholarly journals Strategic Supplier Selection's Effects on Buyer Competitive Performance in Matching Domains: Is Supplier Integration Effective at Mediating Relationships?

2022 ◽  
Vol 8 (7-9) ◽  
Author(s):  
Shawnee Jr. Victory
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Product Innovation ◽  
Supplier Selection ◽  
New Product ◽  
Competitive Performance ◽  
Resource Based View ◽  
Supplier Integration ◽  
Indirect Impacts

The purpose of this research is to determine whether strategic supplier selection based on supplier capability in new product development, supplier quality, and supplier cost directly or indirectly improves the buyer's competitive performance capabilities in the matched domains of buyer product innovation, buyer quality, and buyer competitive pricing. The resource-based view of the firm is used to frame the direct effects of strategic supplier selection, arguing that a buyer's ability to select a supplier with resources and expertise in a specified domain should improve the buyer's performance capability in the "matched" domain (but not necessarily in "unmatched" domains). Two supplier integration techniques are considered as potential mediators, assuming indirect pathways. The research hypotheses examine both direct and indirect impacts for each of the matched domains, but do not assume cross-domain interactions. For instance, supplier selection for new product development capability should have an effect on buyer product innovation (in matched domains), but not always on buyer quality capability (unmatched domains). While the direct impacts of strategic supplier selection on buyer performance are supported in each matched domain, the indirect effects via supplier integration are not substantial for the matched domains. Strategic supplier selection is identified as a viable source of competitive advantage in the resource-based view. By contrast, supplier development and supplier partnership do not provide additional performance benefits in a particular domain over and beyond those obtained from strategic supplier selection in that domain; rather, it is the type of the resources selected that determines competitive advantage.

Performance analysis of new product development projects

2016 ◽  
Vol 65 (2) ◽  
pp. 177-206 ◽  
Author(s):  
Filippo Emanuele Ciarapica ◽  
Maurizio Bevilacqua ◽  
Giovanni Mazzuto
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Value Added ◽  
New Product ◽  
Project Team ◽  
Computer Integrated Manufacturing ◽  
Information Process ◽  
Content Type ◽  
Supplier Integration

Purpose – The purpose of this paper is to investigate the influence of technical and management practices of a new product development (NPD) project on the project success in terms of observed value-added time. The authors address the research questions: “How do the product innovation aspects, information process, suppliers integration and project team aspects influence the success of NPD projects in terms of observed value-added time?” Design/methodology/approach – Specific hypotheses are posed based on literature research and semi-structured interviews with project managers used for the pilot study. In total, 40 projects carried out by multinational corporation, concerning NPD, are analysed, comparing product and project features with results obtained in terms of performance indexes usually used in “Lean Production” sector: “waste time”; and “type of wastes”. Findings – This research highlighted that “over-processing” is the most important waste made in the projects when the product concept is Completely New. Great support has been found for the hypothesis that a clear definition of products’ concept can reduce waste time. Unexpected result has been obtained analysing “Information process aspects” category where the more frequent use of support systems (i.e. quality function deployment, computer-integrated manufacturing, computer-aided design, etc.) tended to increase waste time. Important connections have also been found between project team aspects and low waste time. Practical implications – The identification of sources of waste can help managers to assess their current innovation practices, identify gaps between their current practice and best practice, and define action plans to close those gaps. Originality/value – In literature, researches exploring the effects that both organizational and managerial factors have on value-added has received only scant attention. This study attempts to bridge this gap, and takes a first step to investigate the role of product innovation aspects, information process, supplier integration and project team aspects in “value-added time” in a NPD project.

Factors Influencing Innovation and Industrial Performance in Chinese Manufacturing Industry

2017 ◽  
Vol 14 (06) ◽  
pp. 1750040 ◽  
Author(s):  
Nnaemeka Vincent Emodi ◽  
Girish Panchakshara Murthy ◽  
Chinenye Comfort Emodi ◽  
Adaeze Saratu Augusta Emodi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Export Performance ◽  
Patent Application ◽  
New Product ◽  
Factors Influencing ◽  
Industrial Performance

This study investigates the factors influencing the Chinese manufacturing industry’s innovation and industrial performance utilizing a panel data approach on a sample of Chinese manufacturing enterprises over the period of 2008–2013. The industries were grouped according to related sectors into five groups, a general group was also created which included the whole data sample. The study found that research and development (R&D) expenditure positively influenced the growth of product innovation and industrial performance, but not necessarily knowledge innovation and export performance. Also, expenditure on new product development had a positive impact on both innovation and industrial performance. The growth of patent application was discovered to be influenced by an R&D project and foreign patent license. Finally, the number of enterprises and firm size (i.e. number of employees) contributed positively to the industrial output performance. The findings suggest that industrial R&D and new product development influences the success of product innovation and sales performance. The study recommends that the government should set up policies that will stimulate industrial R&D, while supporting technology transfers from foreign partners. Most importantly, government policies on the development of the industry should be addressed on a sectorial level and not a “one-size-fit-all” type of policy.

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

scholarly journals A multi-dimensional approach for managing open innovation in NPD

2017 ◽  
Vol 37 (10) ◽  
pp. 1366-1385 ◽  
Author(s):  
Hanna Bahemia ◽  
Brian Squire ◽  
Paul Cousins
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Three Dimensions ◽  
Longitudinal Impact ◽  
Product Innovativeness ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

Purpose This paper explores openness within new product development (NPD) projects. The purpose of this paper is to examine the impact of breadth, depth and partner newness on product innovativeness and product competitive advantage. The authors also seek to examine the contingent effects of the appropriability regime. The authors make suggestions to academics and practitioners based on the findings. Design/methodology/approach The authors use a structured survey instrument producing an empirical analysis of 205 NPD projects in the manufacturing sector in the UK. The authors use an ordinary least squares regression model to test hypothesised relationships between openness (breadth, depth and partner newness), product innovativeness, product competitive advantage and the appropriability regime. Findings The authors find that each of the three dimensions of openness, depth, breadth and partner newness, have a significant but differing impact on product innovativeness. Specifically, the study indicates that breadth has a positive effect but only in the presence of a strong appropriability regime, partner newness has a direct positive effect, and depth a direct negative effect. The authors also find that product innovativeness has a positive impact on product competitive advantage. Research limitations/implications Further research should focus on replicating the findings in other countries, search for further moderating factors, such as the stage of the NPD process, and analyse the longitudinal impact of openness within NPD projects. Practical implications Organisations are encouraging managers to be more open in their approach to NPD. The authors’ findings suggest that managers need to think about the three dimensions of openness, breadth, depth and partner newness. Their engagement with each of these dimensions depends on the desired outcomes of the innovation project and the strength of patents. Originality/value The research extends the extant supplier involvement in new product development literature to examine the effect of up to 11 types of external actor in NPD projects. The authors test a new multi-dimensional measurement scale for the openness construct. The authors show that each dimension has a different relationship with product innovativeness.

scholarly journals Characterization of Food Product Innovation Practices with Reference to Functional Food Product Development in Singapore

2017 ◽  
Vol 5 (2) ◽  
Author(s):  
Rao Sanaullah Khan ◽  
Saw Lin Kiat ◽  
John Mark Grigor
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Functional Food ◽  
Product Innovation ◽  
Functional Foods ◽  
Food Product ◽  
New Product ◽  
Group 2 ◽  
Food Product Development ◽  
Group 1

Functional foods, being one of the major food categories of the global health and wellness market, are becoming a major focus of new product development (NPD) in the food industry. The development of functional foods is more complex than traditional food New Product Development (NPD), calling for a concerted effort from researchers and NPD experts to explore and understand the functional food product development (FFPD) process in more detail.  The current research in this field has reported that there is a need to evolve from a traditional NPD approach, towards an integrative and innovative approach involving cooperative networks and techniques of commercialization. However, there is little practical evidence on how much progress has been made to date.  Therefore, this research was designed to investigate the food product innovation process of food manufacturing in the Asia-Pacific region (Singapore) with reference to functional foods development. Results report on a comparative account of NPD practices between registered Singapore food companies that are doing some sort of functional food development (Group 1) and those that are not (Group 2). A significant difference (P<0.05) in the aims and mode of NPD between Group 1 and Group was observed. Further it was observed that food companies in Group 1 have significantly (P<0.05) more diverse external collaborations with broad aims to collaborate, in comparison with food companies in Group 2.  This is a positive step toward developing an external resource base, which is essential in developing functional foods. This attitude should be encouraged in future innovation polices as being critical to value-added food product innovations in Singapore.  Apart from these differences, food companies are still pursuing a traditional NPD approach (independent and closed NPD); with loose Intellectual Property protection practices irrespective of type of innovation activity. There is a need to create awareness among the stakeholders about the factors needed for developing unique and inimitable resources, and dynamic capabilities in food manufacturing. 

Application of Statistical Analysis Tools and Concepts to Big Data and Predictive Analytics to New Product Development

2020 ◽  
Vol 3 (1) ◽  
pp. 17-35
Author(s):  
Brian J. Galli
Keyword(s):  
Decision Making ◽  
Big Data ◽  
Data Analysis ◽  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Big Data Analysis ◽  
Life Cycles ◽  
The Impact

In today's fiercely competitive environment, most companies face the pressure of shorter product life cycles. Therefore, if companies want to maintain a competitive advantage in the market, they need to keep innovating and developing new products. If not, then they will face difficulties in developing and expanding markets and may go out of business. New product development is the key content of enterprise research and development, and it is also one of the strategic cores for enterprise survival and development. The success of new product development plays a decisive role both in the development of the company and in maintaining a competitive advantage in the industry. Since the beginning of the 21st century, with the continuous innovation and development of Internet technology, the era of big data has arrived. In the era of big data, enterprises' decision-making for new product development no longer solely relies on the experience of decision-makers; it is based on the results of big data analysis for more accurate and effective decisions. In this thesis, the case analysis is mainly carried out with Company A as an example. Also, it mainly introduces the decision made by Company A in the actual operation of new product development, which is based on the results of big data analysis from decision-making to decision-making innovation. The choice of decision-making is described in detail. Through the introduction of the case, the impact of big data on the decision-making process for new product development was explored. In the era of big data, it provides a new theoretical approach to new product development decision-making.

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