Qualitative case study research. The case of a PhD research project on organising and managing new product development systems

2001 ◽  
Vol 39 (7) ◽  
pp. 513-538 ◽  
Author(s):  
Petra C. de Weerd‐Nederhof
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Qualitative Case Study ◽  
Case Study Research ◽  
New Product ◽  
Research Project ◽  
Study Research

Qualitative Case Study Research Design

2015 ◽  
Vol 25 (1) ◽  
pp. 39-45 ◽  
Author(s):  
Jennifer Tetnowski
Keyword(s):  
Research Design ◽  
Real World ◽  
Qualitative Case Study ◽  
Case Study Research ◽  
Study Research

Qualitative case study research can be a valuable tool for answering complex, real-world questions. This method is often misunderstood or neglected due to a lack of understanding by researchers and reviewers. This tutorial defines the characteristics of qualitative case study research and its application to a broader understanding of stuttering that cannot be defined through other methodologies. This article will describe ways that data can be collected and analyzed.

Concurrent Engineering Assessment: A Proposed Framework

1996 ◽  
Vol 210 (4) ◽  
pp. 321-328 ◽  
Author(s):  
J Poolton ◽  
I Barclay
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Research Study ◽  
New Product ◽  
Using Data ◽  
Past Experiences ◽  
Depth Interviews

There are few studies that have found an adequate means of assessing firms based on their specific needs for a concurrent engineering (CE) approach. Managers interested in introducing CE have little choice but to rely on their past experiences of introducing change. Using data gleaned from a nine month case study, a British-wide survey and a series of in-depth interviews, this paper summarizes the findings of a research study that examines how firms orientate themselves towards change and how they go about introducing CE to their operations. The data show that there are many benefits to introducing CE and that firms differ with respect to their needs for the CE approach. A tentative means to assess CE ‘needs’ is proposed which is based on the level of complexity of goods produced by firms. The method is currently being developed and extended to provide an applications-based framework to assist firms to improve their new product development performance.

The role of new product development briefs in implementing sustainability: A case study

2010 ◽  
Vol 27 (3-4) ◽  
pp. 172-182 ◽  
Author(s):  
Effrosyni Petala ◽  
Renee Wever ◽  
Chris Dutilh ◽  
Han Brezet
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product

New Product Development for Green and Low-Carbon Products—A Case Study of Taiwan's TFT-LCD Manufacturer

2011 ◽  
Author(s):  
Chun-Yu Lin ◽  
Amy H. I. Lee ◽  
Ilias Kotsireas ◽  
Roderick Melnik ◽  
Brian West
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Low Carbon

Market Driving Digital NPD Method Based on Reverse Engineering and Rapid Prototyping Technology

2012 ◽  
Vol 452-453 ◽  
pp. 253-257 ◽  
Author(s):  
Li Lin ◽  
Xian Sheng Ran ◽  
Tian Hong Luo
Keyword(s):  
Product Development ◽  
Rapid Prototyping ◽  
Reverse Engineering ◽  
New Product Development ◽  
Positive Impact ◽  
New Product ◽  
Development Method ◽  
Market Driving ◽  
Npd Performance

This study extends the new product development (NPD) to a new field; Market Driving Digital New Product Development Method is addressed in this paper, which is based on reverse engineering and rapid prototyping technology. This study finds that the higher the effort on marketing-R&D process, the less possible it might encounter risk. Thus, a better NPD performance can be achieved by market driving Digital NPD method (MDDNPD).A case study of All-Terrain Vehicle (ATV) is used to illustrate the new method. We believe that the proposed methodology will have a positive impact on the future new product development.

scholarly journals Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study

2021 ◽  
Vol 12 (2) ◽  
pp. 107
Author(s):  
Ghayth Tahat
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Strategy ◽  
Innovation Management ◽  
Research Question ◽  
New Product ◽  
Shared Knowledge ◽  
Organisational Capabilities ◽  
Innovative Capabilities

The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.

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