New Product Development in Malaysia: Does Organizational Background Really Matter?

2014 ◽  
Vol 68 (3) ◽  
Author(s):  
Tan Owee Kowang ◽  
Amran Rasli ◽  
Choi Sang Long
Keyword(s):  
Product Development ◽  
Research And Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Multinational Companies ◽  
Product Performance ◽  
Survey Questionnaire ◽  
New Product Performance ◽  
Npd Performance

New Product Development (NPD) is vital in assisting Research and Development (R&D) based organizations to adapt to the changes in markets and technology for competitive advantage. Ensuring the success of new products and optimization of new product performance is critical and essential for Research and Development based organizations.  Hence, this study is carried out to explore does organizational background in term of company’s ownership (i.e. local or multinational companies) and operational scales (i.e. number of Research and Development staffs) affect NPD performance of Research and Development companies in Malaysia. In line with this, 8 New Product Development performance attributes were identified from literature review. These attributes were subsequently formulated into a survey questionnaire and responded by 186 respondents. Thereafter, the effect of organizational ownership and operational scale toward NPD performance are examined separately via Independent Sample t-test and Analysis of Variance (ANOVA). Finding from the study revealed that the level of NPD performance in multinational R&D companies is higher than local R&D companies. Findings from this research also implied that NPD performance can be further improved by increasing number of R&D staffs.  

scholarly journals Examining the Reasons behind the Successes and Failures of New Products: A Study of New Product Performances in Training Division of XYZ Management

2020 ◽  
Vol 5 (3) ◽  
pp. 129-140
Author(s):  
Pepey Riawati Kurnia
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Product Performance ◽  
Sales Managers ◽  
Product Failure ◽  
New Product Performance ◽  
Successes And Failures

Objective – New product performance is very important for the survival of any company. This research uses the Grounded Theory Method (GTM) to determine the factors that are relevant to the success and failure of new products. The study focuses specifically on new products in the Training Division of XYZ management. Methodology/Technique – The data for this study was collected using the interview method with the total of 5 respondents, researcher’s involvement per se and FGDs. Findings – The coding process resulted in the creation of 4 groups comprised of the 3 main questions containing 20 factors relevant to new product failure. These factors were previously confirmed by a survey conducted among 26 NPD practitioners from various industries. This research identifies that the steps involved in the development of new products have not been optimally conducted in accordance with the new product development guidelines. The results of this study explain the role of telemarketers and sales managers which can change and affect the performance of a new product. Novelty - The involvement of the researcher as a telemarketer highlights the importance of the role and need of a reliable technological system to support the performance of new products. The findings of this research provide a greater understanding of the factors that contribute to product failure, namely a lack of a specific strategy for new products, less aggressive sales techniques, and the shifting role of telemarketers and sales managers. Type of Paper: Empirical. JEL Classification: M1; M11. Keywords: New Product Performance; New Product Development Process; Sales Manager; Telemarketer. Reference to this paper should be made as follows: Kurnia, P.R. 2020. Examining the Reasons behind the Successes and Failures of New Products: A Study of New Product Performances in Training Division of XYZ Management, J. Mgt. Mkt. Review 5(3) 129 – 140. https://doi.org/10.35609/jmmr.2020.5.3(1)

Entrepreneurial Bricolage and New Product Development Performance in New Ventures: The Contingent Effects of Founding Team Involvement

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Xinchun Wang ◽  
Xiaoyu Yu ◽  
Xiaotong Meng
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Resource Constraints ◽  
New Ventures ◽  
New Products ◽  
New Product ◽  
Strategic Decision ◽  
Entrepreneurial Bricolage ◽  
Founding Team ◽  
Npd Performance

Abstract New product development (NPD) performance is a key determinant of a new venture’s success. However, compared with established firms, new ventures often suffer from resource constraints when developing new products. Entrepreneurial bricolage is reported in the literature as an alternative strategic option that enables managers to overcome resource constraints when developing new products. However, because new ventures are often founded by an entrepreneurial team, the effectiveness and efficiency of using bricolage to improve NPD performance might be contingent on how the founding team plays its roles in this process. Using data from 323 new ventures in China, we find support for the critical role of entrepreneurial bricolage in improving NPD success under resource constraints. More importantly, our results reveal that the bricolage strategy is more likely to benefit a venture when the founding team is composed of members with diverse functional backgrounds and is not heavily involved in strategic decision-making.

STRATEGIC GIVENS IN NEW PRODUCT DEVELOPMENT: UNDERSTANDING CURVILINEAR EFFECTS ON NEW PRODUCT PERFORMANCE

2017 ◽  
Vol 21 (01) ◽  
pp. 1750010 ◽  
Author(s):  
NICOLAS A. ZACHARIAS ◽  
RUTH MARIA STOCK ◽  
SUBIN IM
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Customer Orientation ◽  
Nonlinear Effects ◽  
New Product ◽  
Product Performance ◽  
High Tech ◽  
Linear Effect ◽  
New Product Performance ◽  
Top Managers

Although top managers’ direct influence on new product development (NPD) projects may not be evident, managers frame the conditions surrounding such projects by determining the strategic directions and managing the context for a firm’s innovation activities. Drawing on strategic leadership theory and effectuation logic, this study proposes nonlinear effects of three important strategic givens determined by top managers that represent key levers to frame firms’ NPD: customer orientation, encouragement to take risks, and autonomy. Multi-informant data from top-level marketing managers and project managers in multiple U.S. high-tech industries indicate optimal levels for each strategic given. A moderate level of customer orientation is optimal for new product performance (inverted U-shaped relationship); new products also perform best when managers support very low or high levels of autonomy (U-shaped relationship). In contrast with a predicted curvilinear effect, managers’ encouragement of risk taking actually exerts a positive linear effect on new product performance.

Strategy orientation, product innovativeness, and new product performance

2015 ◽  
Vol 21 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Tsung-Chi Liu ◽  
Yi-Jen Chen
Keyword(s):  
Product Development ◽  
Market Orientation ◽  
New Product Development ◽  
Dynamic Capabilities ◽  
New Product ◽  
Two Dimensions ◽  
Product Performance ◽  
Product Innovativeness ◽  
New Product Performance ◽  
Technology Orientation

AbstractThis study employs a dynamic capabilities perspective to examine the relationships among strategy orientation, product innovativeness, and new product development performance. This paper proposes that the role of product innovativeness in these relationships differs between the two dimensions of strategy orientation (market orientation and technology orientation) and new product performance. Regression analysis was used to test the hypotheses in a sample of 118 new product development cases. The empirical findings indicate that product innovativeness positively moderates the relationship between market orientation and new product performance, whereas technology orientation affects new product performance through the mediating effects of product innovativeness. Finally, the study provides a discussion on the managerial implications and directions for future research.

Operation Management: Prediction of New Product Development Performance at Pre-Product Launch Stage

2014 ◽  
Vol 902 ◽  
pp. 426-430
Author(s):  
Tan Owee Kowang ◽  
Choi Sang Long ◽  
Amran Bin Mohd Rasli ◽  
Low Hock Heng
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Performance Prediction ◽  
New Product ◽  
Product Launch ◽  
Survey Questionnaire ◽  
Front End ◽  
Research Gap ◽  
End Stage ◽  
Npd Performance

New Product Development (NPD) performance has increasingly been viewed as an essential indicator for organizational competitiveness and success. However, in the current literature of NPD, NPD performance measures are tends to focus on assessment of performance at the ending phase of NPD process (i.e. after product launch). Assessment of NPD performance before product launch is not widely discussed. Hence, this paper aims to address the research gap by developing models to predict NPD performance at the front end stage of NPD process. In line with this, 5 important NPD process constructs and 7 NPD management constructs were identified from literature review. These constructs were subsequently formulated into a survey questionnaire and responded by 186 Research and Development (R&D) staffs from R&D companies in Malaysia. Thereafter, the NPD process and management constructs were regressed with the perceived NPD performance to develop models for NPD performance prediction prior to product launch. Finally, discussion on researchs finding and recommendations are included at the end of this paper.

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