Cooperation in New Product Development

2016 ◽  
Vol 17 (1) ◽  
pp. 5-14 ◽  
Author(s):  
Nick Leithold ◽  
Heiko Haase ◽  
Arndt Lautenschläger
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Mixed Method ◽  
New Product ◽  
Positive Influence ◽  
University Research ◽  
Mixed Method Research ◽  
Public Agencies ◽  
Face To Face ◽  
Practical Implications

This study analyses the drivers and impact of cooperation with external partners in the new product development (NPD) of small technology-based firms (STBFs). The authors used a mixed-method research design, carrying out 49 semi-structured, face-to-face interviews with STBFs in Germany. For data analysis, inter-coder agreement, content analysis, descriptive categorizations and contingency tables using Bayesian probabilities were applied. The authors found that STBFs predominantly cooperated with universities, non-university research institutions or laboratories, other enterprises and public agencies. Resource shortages in NPD were frequent among the STBFs in the study and, when faced with such shortages, STBFs had a higher propensity to cooperate with external partners. More specifically, qualification deficits were the most prominent cooperation driver. Furthermore, cooperation with external partners had a positive influence on the innovation success of STBFs. Several theoretical and practical implications are presented.

SUPPLIER INVOLVEMENT IN CUSTOMER NEW PRODUCT DEVELOPMENT: NEW INSIGHTS FROM THE SUPPLIER'S PERSPECTIVE

2011 ◽  
Vol 15 (01) ◽  
pp. 231-248 ◽  
Author(s):  
IRINA KLIOUTCH ◽  
JENS LEKER
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Strong Predictor ◽  
New Product ◽  
Positive Influence ◽  
Customer Relationship ◽  
Mutual Support ◽  
Empirical Survey ◽  
Supplier Involvement ◽  
Practical Implications

This paper presents the results from an empirical survey of chemical suppliers, which examines the influence of customer relationship functions on supplier involvement in customer new product development (NPD) from the supplier's perspective. Using multiple regression analysis, we can demonstrate a positive influence between the direct functions (e.g., profit, volume) of customer relationship and supplier involvement in customer NPD. Differentiating between innovative and non-innovative suppliers leads to distinctive differences. While the direct functions are a strong predictor for the supplier involvement in the non-innovative supplier group, in the innovative group only indirect functions (innovation, market, scout and access functions) influence the supplier involvement. These results show that mutual support in the NPD and open network are the imperative triggers for the involvement of innovative suppliers. The obtained results provide theoretical as well as practical implications for the supplier involvement in customer NPD.

Effective collaboration between multiple stakeholders

2020 ◽  
Vol 37 (1) ◽  
pp. 21-24
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Design Methodology ◽  
Reading Time ◽  
New Product ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Pertinent Information ◽  
Collaboration Process ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms are increasingly partnering with multiple stakeholders to enhance new product development. The inherent diversity within such arrangements can be successfully managed when trust prevails between different partners involved. By utilizing different strategies, organizations are able to build trust and transparency throughout each stage of the collaboration process. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Finding ways to optimize new product development

2021 ◽  
Vol 37 (4) ◽  
pp. 6-9
Keyword(s):  
Product Development ◽  
Case Studies ◽  
New Product Development ◽  
Design Methodology ◽  
Reading Time ◽  
New Product ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A dual focus on exploitation and exploration can help companies to enhance their new product development activities. Identifying factors with potential to facilitate or impede the process will enable closer collaborations both internally and with suppliers to increase the firm’s ambidexterity. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Strategic sensing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
Case Studies ◽  
New Product Development ◽  
Reading Time ◽  
New Product ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Critical Consideration

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: New product development is a critical consideration for any business. Utilizing market-sensing capabilities to boost this is key for gaining competitive advantage. Originality: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Waste in NPD processes of German SMEs

2016 ◽  
Vol 65 (4) ◽  
pp. 532-553 ◽  
Author(s):  
Tino Woschke ◽  
Heiko Haase ◽  
Arndt Lautenschläger
Keyword(s):  
New Product Development ◽  
Design Methodology ◽  
Resource Constraints ◽  
Waiting Times ◽  
Contemporary Literature ◽  
New Product ◽  
Content Type ◽  
Face To Face ◽  
Key Informant ◽  
Practical Implications

Purpose – This study deals with waste in New Product Development (NPD) processes of SMEs. The purpose of this paper is to reveal opportunities for SMEs to overcome resource constraints in their NPD process. Design/methodology/approach – The authors employed qualitative key informant interviews. This design was chosen because research in this field is still limited. The authors performed 49 interviews in engineering-oriented German SMEs to examine the dimension of waste in NPD processes. The data were collected by conducting semi-structured, face-to-face interviews. Findings – The study highlights substantial waste types such as waiting times, rework and duplication of work. In contrast to contemporary literature, waste of material is considered to be relevant in particular for NPD processes of SMEs. In addition to that, the authors found that waste drivers differ to a great extent between the study and the hitherto literature on larger companies. Research limitations/implications – The overall outcome of this study can help organisations to address waste in NPD more thoroughly. The research presented was not specifically designed to draw statistical generalisations. For this reason, the results may not be applicable to all SMEs. Practical implications – Based on waiting times as the major waste type in NPD processes of SMEs, the authors claim that firms should pay special attention to disruptions of these processes. Originality/value – The paper gives insights into current waste types in the NPD processes of SMEs. Moreover, it uncovers the NPD activities which can lead to waste.

Media Ensembles and New Product Team Creativity

2011 ◽  
pp. 75-97 ◽  
Author(s):  
Roger Th. A.J. Leenders
Keyword(s):  
Empirical Study ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Creative Performance ◽  
Team Creativity ◽  
Face To Face ◽  
Common Concern ◽  
The Media ◽  
Product Team

New product development (NPD) project members are increasingly dispersed across the globe. As a result, traditional face-to-face communication is often substituted and supplemented by more “virtual” media. A common concern is whether NPD teams that frequently use virtual media can be truly creative. In this chapter we attempt to explain why the creativity of some teams is above average, whereas others perform below the average. By using classification trees, we conduct an empirical study of the media ensembles employed by 46 teams involved in hi-tech NPD. We find that being above or below average cannot be explained by theories that focus on single media: the creative performance of NPD teams is a function of the media ensembles used. Some ensembles afford much higher probabilities for above-average creativity than others. These findings enrich theories of media choice and may provide managers with some ideas of how team creativity can be managed.

PRODUCT OFFERING AS PART OF THE NPD PROCESS IN TECHNOLOGY COMPANIES

2012 ◽  
Vol 16 (01) ◽  
pp. 1250006
Author(s):  
MATTI J. HAVERILA
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Cost Efficiency ◽  
New Product ◽  
Relative Importance ◽  
Exploratory Investigation ◽  
Practical Implications

We present an exploratory investigation of how managers conceptualize and perceive the product offering effort variables in successful and unsuccessful New Product Development (NPD) projects, and explore the role that product offering effort variables play in differentiating between successful and unsuccessful NPD outcomes. Our findings indicate that managers rely on two broad types of product offering factors, "product effort" and "price/cost effort", during the NPD process so that there are differences in metric equivalence across successful and unsuccessful NPD projects. Also, although all product effort variables, but none of the price/cost efficiency variables, are positively related to NPD success, managers in Finnish technology companies attach somewhat lower relative importance to product offering variables in comparison to studies of NPD intelligence in other countries. Limitation and practical implications are discussed.

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