Coordinating New Product Development in Strategic Alliances

2004 ◽  
Vol 29 (2) ◽  
pp. 241-257 ◽  
Author(s):  
Donald Gerwin
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
New Product

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.

scholarly journals Cross-cutting best practices for new product development (NPD) in turbulent environments: the effects of integration and co-creation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mateus Panizzon ◽  
Gabriel Vidor ◽  
Maria Emília Camargo
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Best Practice ◽  
New Product ◽  
Business Environment ◽  
Content Type ◽  
Turbulent Environments ◽  
Research Opportunity

PurposeContinuous understanding of the best practices associated with new product development is a constant research opportunity to advance knowledge in the field, as far as changes in the business environment and the increasing turbulence level in different market segments create and reposition the importance of practices over time.Design/methodology/approachBased on a systematic review, the study aimed to analyze the 100 most relevant articles published in international journals on new product development (NDP), identifying new patterns on the best practices for new product development and the types of relationship involved in NPD.FindingsAmong the several practices observed in the literature, the analysis point to a larger group of studies that converge on the identification of a positive and significant relationship in integration – simultaneously – between supplier, company, customers and strategic alliances and the performance of NPD.Research limitations/implicationsThese results support integration as a cross-cutting and structural best practice for NPD, as long as it is constituted as a capacity, mainly applied in highly turbulent environments. This approach supported the proposition of a new framework.Practical implicationsOrganizations will be able to implement the proposed framework to NPD strategy in order to prioritize resources in best practices, aiming to increase the performance of new product development.Social implicationsThe adoption of integration and co-creation practices for the development of new products expands the possibilities of economic and social development, based on the involvement of the actors in this network.Originality/valueThis model had not yet been proposed in the literature, filling a gap in the agenda for future studies.

Strategic alliances as a mechanism for wealth creation in the biopharmaceutical industry: An empirical analysis of the Spanish case

2006 ◽  
Vol 12 (3) ◽  
Author(s):  
Emma Gutiérrez De Mesa Vázquez ◽  
Juan Angel Jiménez Martín ◽  
Juan Mascareñas
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Positive Function ◽  
New Product ◽  
Biopharmaceutical Industry ◽  
Wealth Creation ◽  
Biotechnology Firms ◽  
Positive Effects ◽  
Complementary Assets

The paper studies strategic alliances signed between traditional pharmaceutical companies (TPCs) and new biotechnology firms (NBFs) in Spain, on the initial basis that a firm's rate of new product development is a positive function of the number of strategic alliances that it has entered into. Nevertheless, we believe, as do others, that although strategic alliances may initially have positive effects on that rate, this relationship may exhibit diminishing returns. We suggest that the relationship between the number of alliances and the rate of new product development may be an inverted U-shape in the Spanish biopharmaceutical industry. Our regression model provides evidence to support such a relationship. However, the results suggest that only when the firm enters into too many alliances does diminishing return and ultimately negative return set in. The main strategic conclusion for the biopharmaceutical industry is that alliances represent a viable way for biopharmaceutical companies to gain access to the complementary assets required to increase their rate of new product development. A major contribution to this investigation is the empirical assessment for the Spanish biopharmaceutical industry.

The influence of strategic alliances on innovation and new product development through the effects of exploration and exploitation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jorge Ferreira ◽  
Arnaldo Coelho ◽  
Luiz Moutinho
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
New Product ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Moderating Role

PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approachThis investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.FindingsThe results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.Research limitations/implicationsThis study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.Practical implicationsTo fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performanceOriginality/valueThis paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

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