New Service Development in Manufacturing Firms – Similarities and Differences with New Service Development and New Product Development

2014 ◽  
Vol 19 (3) ◽  
pp. 35-49 ◽  
Author(s):  
Lars Witell ◽  
Bo Edvardsson ◽  
Thomas Meiren ◽  
Adrienne Schäfer
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Manufacturing Firms ◽  
Service Development ◽  
New Service Development ◽  
Similarities And Differences

WHEN INTRA-FIRM AND INTER-FIRM COLLABORATIONS CO-OCCUR: COMPARING THEIR IMPACT ACROSS NEW SERVICES VERSUS NEW PRODUCT INNOVATIONS

2011 ◽  
Vol 15 (05) ◽  
pp. 869-898 ◽  
Author(s):  
Stephanie C. Schleimer ◽  
Arthur D. Shulman
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Theory And Practice ◽  
Service Development ◽  
Collaborative Environments ◽  
New Service Development ◽  
Collaborative Environment ◽  
Product Innovations ◽  
The Impact

There is evidence that intra-firm collaboration and inter-firm collaboration are important for new service development (NSD) and new product development (NPD) success. However, evidence of the contributions of each to innovative outcomes is inconsistent. This inconsistency is associated with the tendency of studies to examine the impact of intra-firm collaboration or inter-firm collaborations exclusively. However, most firms involved in NSD or NPD engage simultaneously in intra-firm and inter-firm collaborations. Using a multi-dimensional conception of collaboration we advance a deeper understanding of the relative contributions of these attributes in intra-firm versus inter-firm collaborative environments during NSD versus NPD. Analyses of survey data from 134 innovations confirm that collaboration clearly matters for both NSD and NPD success, but its impact differs depending on (a) whether a new product or service was developed, (b) on the collaborative environment (intra-firm or inter-firm), and (c) on the collaborative attributes examined. Implications for advancing innovation theory and practice are provided.

THE USE OF PROCESSES AND METHODS IN NPD — A SURVEY OF SWEDISH INDUSTRY

2004 ◽  
Vol 01 (01) ◽  
pp. 37-54 ◽  
Author(s):  
JONAS RUNDQUIST ◽  
ARON CHIBBA
Keyword(s):  
Product Development ◽  
Success Rate ◽  
New Product Development ◽  
New Product ◽  
Manufacturing Firms ◽  
Reward Systems ◽  
The Us

Research often suggests that formal New Product Development (NPD) processes increase the success rate of NPD projects in a firm. However, recent studies indicate a relatively low usage of formal NPD-processes. Very few studies of NPD practices have been carried out in contexts other than that of the US, thus it is of interest to explore whether or not important differences exist. The present study aims to identify the use of and practices within formal NPD-processes in Swedish manufacturing firms and to compare the results with a study conducted in a US context. The results indicate that differences exist in for example reward systems for NPD teams.

scholarly journals New Product Development, Implementing Agility through innovation and technology

2018 ◽  
Author(s):  
Wallace Whistance-Smith ◽  
Mohamed Salama
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Operations Management ◽  
Management Practice ◽  
New Product ◽  
Service Development ◽  
Efficient Production ◽  
Goods And Services ◽  
Innovation And Technology ◽  
Main Components

New product development is an integral part of the project management practice. However, product design and process design have been, historically, two of the main components of the operations management theory. Operations management is the task of creating value in the form of goods and services by transforming inputs into outputs. More specifically, the techniques to create value are universal in scope and can be applied to any form of enterprise whether service-oriented or manufacturing-based. It is this operations transformation model that creates the possibility for enterprise success. The efficient production of goods and services requires an effective application of the transformative process, and it is in this transformation that value is created. Value supports the possibility for enterprise viability, and without such, there is little opportunity for sustained financial feasibility – this is particularly so in the ever-increasing competitive landscape of today’s worldwide economic system. This chapter discusses the fundamentals of product and service development, in the context of sustainable competitive advantage, in the era of digital transformation.

scholarly journals CROWDSOURCING: A STRATEGY FOR FIRM PERFORMANCE IN THE PLASTIC MANUFACTURING SECTOR IN SOUTHEAST NIGERIA

2021 ◽  
Vol 3 (7) ◽  
pp. 228-236
Author(s):  
Agbasi Emmanuela Obianuju ◽  
Nwosu Kanayo Chike ◽  
Dibua Emmanuel Chijioke
Keyword(s):  
Firm Performance ◽  
Product Development ◽  
New Product Development ◽  
Manufacturing Sector ◽  
Idea Generation ◽  
New Product ◽  
Manufacturing Firms ◽  
Manufacturing Companies ◽  
Open Collaboration ◽  
Product Creation

The heavy reliance of manufacturing firms in the south-eastern part of Nigeria on their team of experts in Research and Development (R & D), to come up with new ideas and innovation, and the neglect of the input of customers in this process necessitated this study to examine the nexus between crowdsourcing and firm performance in the plastic manufacturing sector in southeast Nigeria.  The work was anchored on the Human Capital Theory. The study adopted a survey research design as the most suited for the work. Two states were selected judgmentally, because of the concentration of plastic manufacturing firms in those States. Eighteen plastic manufacturing firms were selected randomly, with a population strength of 328. The sample size was 176, arrived at using Krejcie and Morgan formula. Questionnaire was the instrument for data collection, and it was subjected to content validity and reliability tests using correlation method, which returned a coefficient of 0.879. The data collected were analyzed using regression analysis through the ordinary least square method, at a 5% level of significance. Findings revealed that a positive relationship exists between the variables (r = .973). A 95% change in new product development was accounted for by changes in open collaboration in the plastic manufacturing sector in Southeast Nigeria (R2 = .947, F = 2802.884, p-value < 0.05). The study, therefore, concluded that involving customers in the process of new product creation is key to its acceptability by the public. As a result, it was recommended that the managers and owners of plastic manufacturing companies need to find a way to get the customers involved in their idea generation and new product creation for a sustained creditable performance.  Keywords: Crowdsourcing, Firm Performance, Plastic Manufacturing Sector, Open Collaboration and New Product Development.

scholarly journals Marketing and Design in Organisational New Product Development: Early Evidence From New Zealand Manufacturing Firms

2021 ◽  
Author(s):  
◽  
Susan Sun
Keyword(s):  
New Zealand ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Manufacturing Firms ◽  
Empirical Examination ◽  
Web Based ◽  
Marketing Influence ◽  
Early Evidence ◽  
The Individual

<p>The multidisciplinary nature of organisational new product development (NPD) suggests that the development of successful new products is dependent upon the individual and combined efforts of various functions. Despite being recognised as two highly important disciplines in NPD, marketing and design have received little empirical examination of their roles in the NPD process and their effects on NPD outcome. In order to address this gap within the literature, the objectives of this thesis were to assess the presence of marketing and design in NPD, explore the nature of the marketing-design relationship, and examine the effects of marketing influence, design influence, and the level of marketing-design connectedness on NPD outcome. The study was set within the New Zealand context and data was collected via a web-based survey from 91 manufacturing firms that adopted both marketing and design in their NPD programmes. The results showed marketing and design to be two highly influential functions in NPD. Both functions were also found to be strongly involved in the NPD process. A positive relationship was found between marketing and design’s functional influence, which suggested the possibility of an interdependent relationship between the two disciplines. Finally, marketing and design were found to affect different aspects of NPD outcome, with marketing positively affecting product innovativeness, and design positively affecting process proficiency and financial performance. The research has implications for the future development of marketing, design, and NPD theories, as well as for managers seeking to improve their NPD activities through the alignment of their marketing and design functions.</p>

Sign in / Sign up

Export Citation Format

Share Document