The interrelationship among quality planning, knowledge process and new product development performance

Effects of product lifecycle management systems on new product development performance

PurposeThe purpose of this study is to examine the effect of collaborative innovation networks on new product development (NPD) performance in small and medium-sized enterprises (SMEs). It also investigates the mediating role of business model innovation and moderating role of collaboration experience and external information technology (IT) capability in the above relationship.Design/methodology/approachTo test the research hypotheses about the relationships above, survey data were collected from 209 Chinese manufacturing SMEs. Multiple hierarchical regressions analysis was used to examine the hypotheses.FindingsResults reveal that collaborative innovation networks have positive impacts on NPD performance in SMEs. Moreover, business model innovation mediates and collaboration experience and external IT capability positively moderate the relationship between collaborative innovation networks and NPD performance in SMEs.Originality/valueThis study paints a more complete picture of the relationship between collaborative innovation networks and NPD performance in SMEs and advances the understanding of how and when SMEs enhance their NPD performance through collaborative innovation networks.

Two forms of customer involvement and new product development performance in the digital context: The moderating role of new product development stage

International new product development performance, entrepreneurial capability, and network in high-tech ventures

The trend of vertical disintegration in semiconductor industry promotes more and more collaborative e-commerce applications for interchanging business information and facilitating timely and efficient communication between the specialized firms. While previous literature focused on the operational performance enhancement of e-commerce system (ECS) usage, this study contributed to increase understandings on the performance of using ECS to facilitate new product development (NPD) process through combining qualitative and quantitative methods in a two-phase case study. This study found that the specialized firms mainly leveraged the collaborative e-commerce systems to facilitate the ”technical dialogue” between design and process engineers to conquer the technological knowledge integration issues in NPD process. With support by real transactional data, ECS usage has positive impacts on NPD performance and the design-related ECS accounts for the most of performance variance. In general, the integrated device manufacturing and the fabless customers have different effects of using ECS on NPD performance. With respect to the firm's location, the eastern companies obtain better NPD performance than the western companies by using those ECS. This study suggests that a foundry company should develop different ECS services to support various customers in terms of organizational type and geographical location.

Comparing ANFIS and SEM in linear and nonlinear forecasting of new product development performance

Purpose– The purpose of this paper is to identify firm groups pursuing different configurations of customer-, entrepreneurial-, and information technology (IT) orientation and to compare their new product development (NPD) capability and NPD performance.Design/methodology/approach– Hierarchical cluster analysis was used on the sample of 156 firms on the basis of their mix of customer-, entrepreneurial-, and IT- orientation. Then, analysis of variance was used to compare the groups’ NPD capability (NPDCAP), NPD process efficiency (NPDPROC), new product effectiveness (NPEFF), and new product financial performance (NPPERF).Findings– Of the seven strategy configurations posited, four emerge and two unexpected configurations are revealed. Overall, firms simultaneously pursuing multiple strategic orientations have higher NPDCAP, NPEFF, and NPPERF. Interestingly, all six strategy groups have equally low levels of NPDPROC.Practical implications– To enhance NPDCAP and NPD performance, managers should consider more complex strategy configurations that act in complementary ways, in particular, customer-orientation complemented by either entrepreneurial- and/or IT-orientation. Moreover, more attention is needed to improving NPDPROC, as achieving gains in this area would contribute positively to firm performance.Originality/value– This study presents initial evidence that, at least for firms in Thailand, resources must be configured by pursuing several strategic orientations simultaneously to enhance their dynamic capabilities in NPD, a strategic issue that has not been given much attention in previous literature.

In this competitive world, where features like time to market, new technology and change management are the features that can affect the performance of New Product Development (NPD). Companies tend to use a conventional approach to NPD by assigning representatives from support functions to review and recommend changes as projects evolve. This approach has, in recent years, been questioned since it is a costly and time-consuming approach due to its iterative nature. It is argued that the change management process can reduced the negative effect and has the ability to support the functions of a supply chain to a greater extent and also earlier in the NPD process. This paper focuses on different change management techniques to support the required changes by management to integrate the NPD within supply chain (SC).

More and more well-documented failure of established companies which could not respond to rapid market changes, such as Kodak and Nokia, demonstrate the importance of transferring marketing information into real firm performance. While marketing strategy and management literature has long advocated the direct impact of strong firm market orientation (MO) on new product development (NPD) performance, limited research has discussed the mediating mechanism of this MO-NPD performance relationship. Using the traditional source–position–performance (SPP) framework, this study focuses on the innovation ambidexterity perspective to investigate the mediating mechanism between MO and NPD performance. Then, this study proposed a conceptual framework and propositions to examine the MO - NPD performance relationship further. Theoretical and practical implications of the findings are also discussed.

This paper identified a list of twenty-one elements under seven performance criteria as advocated in literature that affect new product development (NPD) practices and performance in industry. Incorporating the findings of interviews with industry practitioners and experts in Hong Kong, a generic self-assessment model of NPD performance was developed using the analytic hierarchy process (AHP) methodology. It was found that 'results orientation', 'customer focus' and 'strategy' constituted to the most important criteria. With the aid of the HP software, the collected data was analysed, and the relative importance of performance criteria and elements was computed. The point values for scoring criteria and sub-elements of model were devised using the normalised weights of empirical findings obtained from the AHP analysis. This paper contributes to identifying the performance criteria and developing the assessment model for managing NPD in industry. Further research is needed to investigate the applicability of the self-assessment model.

Using an “entrepreneurial orientation–performance” framework and environmental contingency theory, this study proposes and empirically explores a theoretical framework for understanding the impacts of risk‐taking and environmental dynamism on new product development (NPD) performance in emerging markets. We deepen the analysis of environmental dynamism into customer, competitor, supplier, institutional environment, and economic environment. The results demonstrate that risk‐taking and environmental dynamism contribute both individually and interactively to the performance of NPD. Further, of all the environmental units, environmental dynamism from suppliers and regulatory groups has a significant, direct and positive moderating effect on the performance of NPD.

PurposeThis paper examines the role of purchasing in facilitating early supplier involvement in new product development (NPD) in contexts of technological uncertainty (TU). Taking a purchasing perspective, it develops a moderate model to explain the effects of supplier involvement on NPD performance and whether and how knowledge orchestration capability (KOC) and TU affect these relationships. Additionally, KOC drivers are defined.Design/methodology/approachA total of 317 usable questionnaires from Chinese high-technology firms were collected. Moderated multiple regression (MMR) was used to test all hypotheses. Resource orchestration theory (ROT) was the adopted theoretical lens.FindingsTwo forms of supplier involvement (as knowledge source and co-creator) were found to distinctly affect NPD performance and have potential substitutive relationships. Purchasing KOC positively moderates the relationships between forms of supplier involvement on NPD performance. TU strengthens the moderating role of purchasing KOC. Furthermore, purchasing status and supply complexity are important antecedents for purchasing KOC.Practical implicationsThese findings serve as a blueprint for involving purchasing in technologically uncertain NPD projects and improve supplier NPD integration. Additionally, management should recognize the purchasing function's role and empower it to identify ideas, knowledge and solutions within supply networks.Originality/valueThis research contributes to the ROT by examining the role of purchasing KOC on supplier involvement in NPD performance, especially under TU. Moreover, it demonstrates significant and positive relations between purchasing department status and external supply complexity on its KOC.

The purpose of this study is to test a model linking adolescents' experience of violence and peer support to their happiness and suicidal ideation. The participants were high school students in Seoul, and in Kyungi, and Chungnam Provinces in Korea. The Conflict Tactics Scale, School Violence Scale, Oxford Happiness Inventory, and Suicidal Ideation Questionnaire were administered to just over 1000 adolescents. The model was tested using a path analysis technique within structural equation modeling. The model fit indices suggest that the revised model is a better fit for the data than the original hypothesized model. The experience of violence had a significant negative direct effect and peer support had a significant positive direct effect on their happiness. Happiness had a significant negative effect and the experience of violence had a significant positive effect on suicidal ideation. These findings demonstrate the fundamental importance of reducing exposure of violence to adolescents, and that increasing peer support and their happiness may be the key to adolescent suicidal ideation prevention.

Organizational memory and new product development performance: Investigating the role of organizational ambidexterity

Past research provides evidence of a wide range of antecedent variables to explain new product development performance. The reported determinants are a combination of strategic, development process, organizational, and market factors. However, these research efforts are fragmented and focus on one or two key factors. Researchers look at this issue from a narrow disciplinary perspective. So the results are quite discipline-biased. Apart from the lack of a multi-disciplinary approach, there is a real gap in subjecting these factors to rigorous empirical tests, and incorporate modern proven best practices of world class innovative companies to guide practitioners in their innovation journey. There is a real need to broaden the range of factors considered and develop an integrated model with high predictive power to guide new product development (NPD) efforts. This paper aims to address this research issue. In this research study, four key factors have been identified in modelling financial performance in NPD. They are strategic fit and shared vision, market orientation, stimulus and slack time, organization for collaboration and communication. Regression analysis was performed to validate their importance and estimate the parameters of these four key factors. The result shows that all these four factors are statistically significant in determining financial performance in NPD. This framework can be used practically to assist managers to improve in their NPD efforts so as to achieve higher financial return on investment.