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Product Development Process (product + development_process)
Kinds of Product Development Process Selected AbstractsSenior Management Support in the New Product Development ProcessCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2001Jorge Gomes This paper studies the relationship between senior management support to new product development activities by means of a quantitative and qualitative analysis of questionnaire and interview data collected in the United Kingdom and the Netherlands. The quantitative analysis showed that there is a small to medium association between senior management support to new product development and project performance in the dimensions of time, cost, and end product quality. The qualitative analysis suggests that these weak links could be explained by separating the influence of senior management support on new product development activities into direct and indirect effects. Direct effects include issues such as the use of multifunctional senior teams and process champions, whereas indirect effects include issues such as organization mission and goals, and learning and knowledge management systems. [source] An Examination of Clothing Issues and Physical Limitations in the Product Development ProcessFAMILY & CONSUMER SCIENCES RESEARCH JOURNAL, Issue 1 2010Katherine Carroll The purpose of this study was to explore physical limitations and clothing problems among working women with physical disabilities to determine whether types of physical limitations are linked to specific clothing problems. The sample included 117 working women with a variety of disabilities. Principle Components Factor Analysis and Multiple Regression were used to analyze the data. Three distinct factors emerged to represent clothing problems (called Design, Materials Performance, and Dressing) and four distinct factors emerged to represent physical limitations (called Limbs/Outer Extremities, Central Core/Torso, Central Nervous System, and Intellect, Vision and Hearing). Regression analysis showed that the physical limitations impact each of the three clothing factors. The study extends research by focusing on an underserved market segment and providing the apparel industry with a potential method of addressing the needs of that market. The study also contributes to interdisciplinary research by further developing an Inclusive Design model for apparel product development. [source] Improving the Quality of Information Flows in the Backend of a Product Development Process: a Case StudyQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 2 2005Jaring Boersma Abstract Considerable research has gone into designing effective product development processes. This, coupled with the increasing need for products that are able to deliver reliable, complex functionality with a high degree of innovation, presents a major challenge to modern day industries in the business of developing products. In order to incorporate relevant field experience in the design and manufacturing of new products, increasingly detailed information needs to be retrieved from the market in a very short amount of time. In one particular consumer electronics industry, business process models describing the information flow in the backend of the product development process indicated massive data loss and also serious data quality degradation. This paper attempts to show how such losses can be mitigated and also proposes a business model that can adequately capture information of a higher quality and in a more structured manner. The end result will be a product development process that provides better feedback on current product performance and is more responsive to future market needs. Copyright © 2005 John Wiley & Sons, Ltd. [source] Quality of Information Flow in the Backend of a Product Development Process: a Case StudyQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 4 2004Jaring Boersma Abstract The increasing need for products that are able to reliably deliver complex functionality with a high degree of innovation presents a major challenge to the modern day product creation processes. In order to be able to use information on the field behaviour of previous products in the design of new products, increasingly detailed information needs to be retrieved from the market in an increasingly shorter time. The purpose of this study is to analyse, in a typical case in the consumer electronics industry, whether the underlying business process is able to generate this information with adequate quality sufficiently quickly. Information models of the company's service centre and call centre were developed using the concepts of maturity index on reliability. The results showed that the structure of the information handling process resulted in a massive data loss (up to 60% of the data gathered by the service centres) and also in serious data quality degradation. Would this information have not been lost, it could have been used by development teams for preventive and corrective actions. Copyright © 2004 John Wiley & Sons, Ltd. [source] The Needs and Benefits of Applying Textual Data Mining within the Product Development ProcessQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 1 2004Rakesh Menon Abstract As a result of the growing competition in recent years, new trends such as increased product complexity, changing customer requirements and shortening development time have emerged within the product development process (PDP). These trends have added more challenges to the already-difficult task of quality and reliability prediction and improvement. They have given rise to an increase in the number of unexpected events in the PDP. Traditional tools are only partially adequate to cover these unexpected events. As such, new tools are being sought to complement traditional ones. This paper investigates the use of one such tool, textual data mining for the purpose of quality and reliability improvement. The motivation for this paper stems from the need to handle ,loosely structured textual data' within the product development process. Thus far, most of the studies on data mining within the PDP have focused on numerical databases. In this paper, the need for the study of textual databases is established. Possible areas within a generic PDP for consumer and professional products, where textual data mining could be employed are highlighted. In addition, successful implementations of textual data mining within two large multi-national companies are presented. Copyright © 2003 John Wiley & Sons, Ltd. [source] Concept Shifting and the Radical Product Development ProcessTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2007Victor P. Seidel Radical product development projects, which are undertaken to create new categories of products, present significant challenges to development teams. In such settings existing formal processes may be limited or inappropriate, and objectives may be ambiguous and changing. The generation of a novel product concept early in the process can play an important role in guiding development teams, but the process by which teams later change concepts, as may be required within radical contexts, has merited further research. This study investigated how teams change novel product concepts after initial generation, employing an inductive case-study method drawing from 51 interviews with members of six radical development projects. The empirical results found that concepts were described in terms of concept components,elemental descriptive forms that included verbal stories, verbal metaphors, and physical prototypes. When changes were required to concepts due to new technical or market information, rather than reconsider the overall concept through iteration to earlier product definition stages, teams shifted individual concept components, with a new component replacing a component of similar descriptive form. Over half of concept components observed across cases came after the initial generation of concepts in later elaboration and shifting. Contrary to expectations, development teams maintained reference not only to the revised concept but also to the deferred original concept. The case of a novel electronic book development project is used to illustrate the process, along with evidence of concept shifting across cases. The detailed findings expand our understanding of how formal processes may be augmented in radical innovation settings and how concepts are actually used by development teams in changing circumstances. [source] The Role of Resource Access, Market Considerations, and the Nature of Innovation in Pursuit of Standards in the New Product Development ProcessTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2003Arvind Sahay Standards influence new product development (NPD) in high-technology markets. However, existing work on standards has focused exclusively on one aspect of standards,compatibility standards. This article has the following goals. First, we delineate the concept of customer interface standards as distinct from compatibility standards. This distinction is important from a product development and technology adoption perspective. Second, we propose and show that antecedent factors may motivate a firm differently about the emphasis that the firm should put on a type of standard (compatibility or customer interface) that it follows. For example, we propose that appropriability regime affects pursuit of customer interface standards and compatibility standards differently. Finally, we illustrate how resource access and the nature of the innovation also influence a firm's decision to pursue a standard type. Finally, we propose that pursuit of different standards (customer interface or compatibility) affects the NPD process in terms of (1) sourcing and dissemination of technology and (2) the customer utility for the product, which influences adoption. We collected perceptual data from a sample of marketing and technology managers in high-tech industries in the UK using both formative and reflective scales to measure the constructs. Analysis of the data using LISREL supports our contention that compatibility standards and customer interface standards are distinct constructs and that appropriability regime influences compatibility standards and customer interface standards differently. We also find that pursuit of compatibility standards helps a firm to create direct externalities pursuit of customer interface standards helps firms to develop indirect network externalities and technological advantage in the market. Our findings have the following implications. First, managers need to account explicitly for the difference between compatibility and customer interface standards, as resource allocation decisions during the NPD process will determine where a firm puts more focus. The choices made by the firm,as to whether it pursues compatibility standards or customer interface standards,will determine the type of advantage that it can gain in the market. Given a firm's situation at a point in time, a greater focus on one standard type rather than the other may be the right approach. Such choices will influence resource allocation in the product development process. [source] New Product Development Processes in Small and Medium-Sized Enterprises: Some Australian EvidenceJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2002Xueli Huang This article examines the new product development process (NPDP) in Australian small and medium-sized enterprises (SMEs). Findings from a sample of 276 innovative Australian SMEs suggest that marketing-related activities were undertaken less frequently and were less well executed than technical activities in developing new products. However, marketing-related activities were important in distinguishing between successful and unsuccessful new products. In addition, resource and skill availability and new product planning were positively associated with the quality with which NPD activities are executed. Further, the existence of a new product strategy seemed to have a significant positive impact on the quality of NPD activities. [source] Paths to deutero-learning through successive process simulations: a case studyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2004Päivi Haho This paper discusses the dynamic interaction between organizational learning processes and their outcomes in the context of innovative business process development and change projects in a pharmaceutical company. Through the answers to the research questions, I wish to demonstrate the paths to deutero-learning, which seldom can be empirically identified in an organization. The paper uses notions of strategic, operational and cultural outcomes,including their intangible and tangible manifestations,to explain different results in organizational learning processes. From 1998 to 1999, the pharmaceutical case company applied an evolutionary, process simulation-based business process development method. This method was used to invent and implement business process innovations in the New Product Development process, to shorten the time-to-market of its new medical entities. Successive process simulations guided and focused the business process development and actions on the strategically most valuable areas. The process simulations prepared the organization for the change, and promoted the implementation of the process outcomes. The successive simulations have triggered and thereafter sustained individual and organizational learning. Thus, they have accelerated organizational learning processes and the development of knowledge and innovations. The case demonstrates efficient deutero-learning, enabled through empowered successive process simulations. The results indicate that development projects are more successful, if there are intangible learning outcomes and systemic process learning at the early stages of the project. This also supports double-loop learning in the business process development project and assists changes in norms to occur. Copyright © 2004 John Wiley & Sons, Ltd. [source] Improving the management of concurrent new product development using process modelling and analysisR & D MANAGEMENT, Issue 1 2001Badr Haque This paper focuses on how process modelling and analysis using ,light weight' technology1 supported by focused group discussions and workshops can improve the ,concurrence' and integration within the New Product Development process. This enables managers to improve the management of product design and development through a better understanding of the issues. The paper argues that the traditional changes in human resource management via introduction of multifunctional/collocated teams required by Concurrent New Product Development (CNPD) can be complemented by the introduction of process management, focused on the modelling and analysis of the ,softer' organisational issues. A case study of a domestic appliance manufacturer, developing a new product using a collocated product development team, is described to verify the research. The paper concludes by discussing the issues that emerge from this type of approach to performance improvement in NPD management, such as involvement of all team functions, senior management commitment, standardisation of processes, and training in the process management concept including modelling and analysis techniques. The approach proposed allows one to make both tangible benefits, in terms of cost, delivery (lead times) and quality, and intangible benefits, in terms of communication, people empowerment, motivation, and collaboration. [source] Introducing Templates for Sustainable Product DevelopmentJOURNAL OF INDUSTRIAL ECOLOGY, Issue 4 2008A Case Study of Televisions at the Matsushita Electric Group Summary We have previously developed a method for sustainable product development (MSPD) based on backcasting from basic sustainability principles. The MSPD informs investigations of product-related social and ecological sustainability aspects throughout a concurrent engineering product development process. We here introduce "templates" for sustainable product development (TSPDs) as a complement. The idea is to help product development teams to arrive faster and more easily at an overview of the major sustainability challenges and opportunities of a product category in the early development phases. The idea is also to inform creative communication between top management, stakeholders, and product developers. We present this approach through an evaluation case study, in which the TSPDs were used for a sustainability assessment of televisions (TVs) at the Matsushita Electric Group. We study whether the TSPD approach has the ability to (1) help shift focus from gradual improvements of a selection of aspects in relation to past environmental performance of a product category to a focus on the remaining gap to a sustainable situation, (2) facilitate consensus among organizational levels about major sustainability challenges and potential solutions for a product category, and (3) facilitate continued dialogue with external sustainability experts, identifying improvements that are relevant for strategic sustainable development. Our findings indicate that the TSPD approach captures overall sustainability aspects of the life cycle of product categories and that it has the above abilities. [source] The Organizational Life of an Idea: Integrating Social Network, Creativity and Decision-Making Perspectives*JOURNAL OF MANAGEMENT STUDIES, Issue 6 2007Bob Kijkuit abstract Existing theories on the influence of social networks on creativity focus on idea generation. Conversely, the new product development literature concentrates more on the selection of ideas and projects. In this paper we bridge this gap by developing a dynamic framework for the role of social networks from idea generation to selection. We apply findings from creativity and behavioural decision-making literature and present an in-depth understanding of the sociological processes in the front-end of the new product development process. Our framework builds on the importance of mutual understanding, sensemaking and consensus formation. The propositions focus on both network structure and content and highlight the need to have strong ties and prior related knowledge, to incorporate decision makers, and to move over time from a large, non-redundant and heterogeneous to a smaller and more cohesive network structure. We conclude with a discussion on empirical validation of the framework and possible extensions. [source] EVALUATION OF REPLICATED PROJECTIVE MAPPING OF GRANOLA BARSJOURNAL OF SENSORY STUDIES, Issue 5 2010JESSICA KENNEDY ABSTRACT The application of projective mapping to quickly gather information on overall product differences provides a unique way to probe consumer perceptions and gather product information. A group of 15 consumers performed a projective mapping exercise three times on a set of eight "berry flavored" granola bars, including descriptors of the products. The projective mapping task was performed in replicates to evaluate the consistency of results obtained via this technique. Analysis of the replications by multifactor analysis indicated for the majority of consumers, that the three individual maps did not show a high degree of similarity (80% of RV coefficients < 0.5). However, consensus maps from the three replications indicated a similar group perception of the products over the replications, as depicted by hierarchical multifactor analysis. Terms collected from the maps were summarized and regressed into the product space for interpretation, both in terms of consumer criteria used to differentiate among products and identification of key product attributes. PRACTICAL APPLICATIONS The findings from this study add to the growing knowledge on projective mapping. The results presented here aimed to substantiate the value and reliability of projective mapping when used with consumers. Although projective mapping is not a replacement for quantitative descriptive analysis, it is an efficient tool for consumer research; as well as product or category exploration which can be utilized early in the product development process. The addition of descriptors directly onto the maps by panelists makes it possible to use projective mapping as a stand-alone method by increasing the amount and interpretability of data provided by panelists. When used with consumers, projective mapping links the consumer perception of the product space with a consumer-driven lexicon. [source] New Product Development Processes in Small and Medium-Sized Enterprises: Some Australian EvidenceJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2002Xueli Huang This article examines the new product development process (NPDP) in Australian small and medium-sized enterprises (SMEs). Findings from a sample of 276 innovative Australian SMEs suggest that marketing-related activities were undertaken less frequently and were less well executed than technical activities in developing new products. However, marketing-related activities were important in distinguishing between successful and unsuccessful new products. In addition, resource and skill availability and new product planning were positively associated with the quality with which NPD activities are executed. Further, the existence of a new product strategy seemed to have a significant positive impact on the quality of NPD activities. [source] Technical decomposition approach of critical to quality characteristics for Product Design for Six SigmaQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 4 2010Yihai He Abstract Product Design for Six Sigma (DFSS) approach is a structural and disciplined methodology driven by critical to quality characteristics (CTQs). How to identify and decompose the CTQs is the kernel part in the DFSS process. Traditional method only depends on the quality function deployment (QFD) matrix to flow down CTQs roughly. The paper puts forward a novel technical approach for CTQs decomposition from customer requirements into critical technical parameters based on the relational tree. Specifically, this approach emphasizes the systematic process and quantitative computation on quality relation weight. In order to specify the object of product DFSS, the connotation and evolution model of CTQs are created first. Then along the product development process, a decomposition measure for relational tree of CTQs is studied based on the functional and physical trees in Axiomatic Design (AD). And the quality relation weight computation of its nodes by means of Rough Set and fuzzy Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) is explored. Finally, an application on a car body noise vibration harshness (NVH) improvement, as an example, is given, and the decomposition process of NVH related with the functional and physical trees as well as its node weights computation algorithm are expounded in detail. Copyright © 2009 John Wiley & Sons, Ltd. [source] Towards a more systematic analysis of uncertain user,product interactions in product development: an enhanced user,product interaction frameworkQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 1 2007Yuan Lu Abstract For highly innovative products the actual product use is often very uncertain. However, the uncertainty/variability in product use and its impact on product reliability has rarely been explored. The mismatch between the anticipated product use and the actual product use can lead to considerable unexpected technical and non-technical reliability risks. However, traditional reliability management techniques focus primarily on managing technical reliability risks. This situation results in an increasing amount of no-fault-found or fault-not-found reports in the highly innovative consumer electronics (CE) industry. Under the time-to-market pressure, it is increasingly important to take into consideration the significant factors that determine product use in the early product development process. In the Software Reliability Engineering (SRE) framework, a top-down approach (operational profile) is used to analyse the product use. However, an operational profile cannot be directly applied to analyse product use for CE products due to the differences between the reliability of software products and that of CE products. This paper proposes an enhanced framework to structurally analyse unexpected user,product interactions for highly innovative CE products. In this framework, the product, user and environmental conditions are used to analyse user,product interactions. This framework has been implemented to analyse user,product interactions by using data from a consumer test of a highly innovative CE product. Copyright © 2007 John Wiley & Sons, Ltd. [source] Improving the Quality of Information Flows in the Backend of a Product Development Process: a Case StudyQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 2 2005Jaring Boersma Abstract Considerable research has gone into designing effective product development processes. This, coupled with the increasing need for products that are able to deliver reliable, complex functionality with a high degree of innovation, presents a major challenge to modern day industries in the business of developing products. In order to incorporate relevant field experience in the design and manufacturing of new products, increasingly detailed information needs to be retrieved from the market in a very short amount of time. In one particular consumer electronics industry, business process models describing the information flow in the backend of the product development process indicated massive data loss and also serious data quality degradation. This paper attempts to show how such losses can be mitigated and also proposes a business model that can adequately capture information of a higher quality and in a more structured manner. The end result will be a product development process that provides better feedback on current product performance and is more responsive to future market needs. Copyright © 2005 John Wiley & Sons, Ltd. [source] The Needs and Benefits of Applying Textual Data Mining within the Product Development ProcessQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 1 2004Rakesh Menon Abstract As a result of the growing competition in recent years, new trends such as increased product complexity, changing customer requirements and shortening development time have emerged within the product development process (PDP). These trends have added more challenges to the already-difficult task of quality and reliability prediction and improvement. They have given rise to an increase in the number of unexpected events in the PDP. Traditional tools are only partially adequate to cover these unexpected events. As such, new tools are being sought to complement traditional ones. This paper investigates the use of one such tool, textual data mining for the purpose of quality and reliability improvement. The motivation for this paper stems from the need to handle ,loosely structured textual data' within the product development process. Thus far, most of the studies on data mining within the PDP have focused on numerical databases. In this paper, the need for the study of textual databases is established. Possible areas within a generic PDP for consumer and professional products, where textual data mining could be employed are highlighted. In addition, successful implementations of textual data mining within two large multi-national companies are presented. Copyright © 2003 John Wiley & Sons, Ltd. [source] Software innovativeness: outcomes on project performance, knowledge enhancement, and external linkagesR & D MANAGEMENT, Issue 2 2006Gary Jordan The purpose of this study is to investigate the relationship between product innovativeness and groups of outcomes flowing from the computer software product development process and the associated knowledge acquisition process. Data from interviews of managers in 94 software projects are analysed, and three groups of outcomes are measured: project performance, knowledge enhancement, and the strengthening of linkages to external actors/sources. The high innovative products show higher project performance for all measures of project performance compared with low innovative products. Similar results were found for all measures of personnel knowledge enhancement outcomes. Changes in the importance of linkages to nine different external sources of knowledge used by the firms during the knowledge acquisition process, also show some positive outcomes with respect to rising innovativeness levels. Strengthening of external linkages is found for 66% of the investigated linkages between one or two innovativeness levels. Of these, the linkages to hardware manufacturers, co-operation partners, and universities and other research institutions show strengthening when high innovativeness products are compared with low-level products. As the project performance and knowledge enhancement outcomes are due, in part, to knowledge gained within linkages to external actors/sources, managers could consider whether giving special attention to managing these linkages would be a winning innovation strategy for their particular firm. [source] The influence of project novelty on the new product development processR & D MANAGEMENT, Issue 2 2002Joe Tidd In this paper we review the range of formal tools and techniques available to support the new product development process, and examine the use and usefulness of these by means of a survey of 50 projects in 25 firms. For each firm, we compare routine and novel development projects, and identify the influence of project novelty on the frequency of use and perceived usefulness of a range of different tools and methods. In terms of usefulness, focus groups, partnering customers and lead users and prototyping are all considered to be more effective for high novelty projects, and segmentation least useful. Cross-functional development teams are commonplace for all types of project, but are significantly more effective for the high novelty cases. In addition, many tools rated as useful are not commonly used, and conversely some tools in common use are considered to be of limited use. [source] Internal vs. external learning in new product development: effects on speed, costs and competitive advantageR & D MANAGEMENT, Issue 3 2000Eric H. Kessler The purpose of this study was to investigate how different technology sourcing strategies throughout the new product development process influenced innovation speed, development costs, and competitive advantage. We studied 75 new product development projects from ten large, U.S.-based companies in several industries. Results indicated that: (1) more external sourcing during the early (i.e., idea generation) stage was related with lower competitive success; (2) more external sourcing during the later (i.e., technological development stage was related with slower innovation speed; and (3) development costs tended to rise with greater reliance on external sources of technology, but this result was not statistically significant. [source] The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2007Mette Praest Knudsen The relationship and network literature has primarily focused on particular partner types, for example, buyer,supplier relationships or competitor interaction. This article explores the nature and relative importance of different types of interfirm relationships for new product development (NPD) success. The underlying premise of the study is that not only the type of interfirm relationships but also the combination of relationships are important for NPD performance. The interaction with a specific type of partner is expected to influence innovative performance by means of appropriate knowledge transfer. Varying needs for external knowledge, and thus types of relationships, are observed depending on the particular stages in the NPD process, the character of the knowledge base of the firm, and the industrial conditions. The absorption of external knowledge is discussed using the degree of redundancy in knowledge, which is defined as the degree of overlap in the knowledge base of the sender and the recipient of knowledge. Hence, the degree of redundancy has direct implications for the ease and, hence, use of knowledge shared with an external partner. The article is based on data from the Know for Innovation survey on innovative activities among European firms, which was carried out in 2000 in seven European countries covering five industries. The article explores the extent of use of external relationships in collaborative product development and finds that customers are involved more frequently in joint development efforts. Second, the industry association of the most important relationship is studied, and the results show that firms tend to partner with firms from their own industry. The danger in this approach is that firms from their own industry tend to contribute similar knowledge, which ultimately may endanger the creation of new knowledge and therefore more radical product developments. The analyses combine the finding that relationships with customers are used most frequently at both early and late stages of the product development process, with a second and more contradictory finding that at the same time customer relationships have a negative impact on innovative success. Moreover, the combination of customers, with both universities and competitors, has a significant negative effect on innovative performance. The potential causes of this apparent paradox can be narrowed down to two: (1) the average customer may be unable to articulate needs for advanced technology-based products; and (2) the average customer may be unable to conceptualize ideas beyond the realm of his or her own experience. Based on this evidence the article cautions product development managers to think explicitly about what certain customers can contribute with and, more importantly, to match this contribution directly with their own sense of what direction product development should go in the future. Finally, the role of complementary as well as supplementary knowledge is investigated for innovative success finding that sharing of supplementary knowledge with external partners in NPD leads to a positive effect on innovative performance. The article is concluded by a discussion of the implication of this finding for building knowledge within the firm and for selecting external partners for NPD. [source] The Performance Impact of Content and Process in Product Innovation ChartersTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2007Chris Bart The significance of product innovation charters (PICs) cannot be overemphasized, as they provide understanding and a tool for setting organizational goals, charting strategic direction, and allocating resources for new product portfolios. In a unique way, a PIC represents a sort of mission statement mutation for new products. With the backdrop of strategy formulation and product innovation literatures, this article investigates the impact of both content specificity within PICs and satisfaction with the PIC formulation process on new product performance in North American corporations. A survey was undertaken among executives knowledgeable about their organization's new product development process. The respondents included chief executive officers, vice presidents, directors, and managers. The findings demonstrate that significant differences exist both in PIC content specificity and process satisfaction between highly innovative and low innovative firms. The study also shows that PIC specificity in terms of the factors mission content and strategic directives positively influences new product performance. Further, the study demonstrates that satisfaction with the process of formulating PICs plays a positive and powerful mediating role in the PIC specificity,performance relationship. The results suggest that product innovation charters, like their mission statement cousins, may be of more value than most managers realize. The study shows that achieving a state of organizational satisfaction with a PIC's formulation process is critical for obtaining better new product performance. Directions for future research also are suggested. [source] Modified Stage-Gate® Regimes in New Product Development,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2007John E. Ettlie The purpose of this research was to explore the nature of the Stage-Gate®process in the context of innovative projects that not only vary in new product technology (i.e., radical versus incremental technology) but that also involve significant new product development technology (i.e., new virtual teaming hardware-software systems). Results indicate that firms modify their formal development regimes to improve the efficiency of this process while not significantly sacrificing product novelty (i.e., the degree to which new technology is incorporated in the new offering). Four hypotheses were developed and probed using 72 automotive engineering managers involved in supervision of the new product development process. There was substantial evidence to creatively replicate results from previous benchmarking studies; for example, 48.6% of respondents say their companies used a traditional Stage-Gate®process, and 60% of these new products were considered to be a commercial success. About a third of respondents said their companies are now using a modified Stage-Gate®process for new product development. Auto companies that have modified their Stage-Gate®procedures are also significantly more likely to report (1) use of virtual teams; (2) adoption of collaborative and virtual new product development software supporting tools; (3) having formalized strategies in place specifically to guide the new product development process; and (4) having adopted structured processes used to guide the new product development process. It was found that the most significant difference in use of phases or gates in the new product development process with radical new technology occurs when informal and formal phasing processes are compared, with normal Stage-Gate®usage scoring highest for technology departures in new products. Modified Stage-Gate®had a significant, indirect impact on organizational effectiveness. These findings, taken together, suggest companies optimize trade-offs between cost and quality after they graduate from more typical stage-process management to modified regimes. Implications for future research and management of this challenging process are discussed. In general, it was found that the long-standing goal of 50% reduction in product development time without sacrificing other development goals (e.g., quality, novelty) is finally within practical reach of many firms. Innovative firms are not just those with new products but also those that can modify their formal development process to accelerate change. [source] Interfirm Modularity and Its Implications for Product Development,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2005Nancy Staudenmayer Industries characterized by interfirm modularity, in which the component products of different firms work together to create a system, are becoming increasingly widespread. In such industries, the existence of a common architecture enables consumers to mix and match the products of different firms. Industries ranging from stereos, cameras, and bicycles to computers, printing, and wireless services are now characterized by interfirm modularity. While the increasing presence of this context has been documented, the implications for the product development process remain underdeveloped. For the present study, in-depth field-based case studies of seven firms experiencing an environment of interfirm modularity were conducted in order to deepen understanding of this important phenomenon. What unique challenges did this context pose and why? What solutions did firms experiment with, and which seemed to work? Based on an inductive process of data analysis from these case studies, three primary categories of challenges raised by this environment were identified. First, firms were frustrated at their lack of control over the definition of their own products. The set of features and functions in products were constrained to a great extent by an architecture that the firm did not control. Second, while an environment of interfirm modularity should in theory eliminate interdependencies among firms since interfaces between products are defined ex-ante, the present study found, ironically, that interdependencies were ubiquitous. Interdependencies continually emerged throughout the product development process, despite efforts to limit them. Third, firms found that the quantity and variegated nature of external relationships made their management exceedingly difficult. The sheer complexity was daunting, given both the size of the external network as well as the number of ties per external collaborator. Partners with whom control over the architecture was shared often had divergent interests,or at least not fully convergent interests. The solutions to these challenges were creative and in many cases counter to established wisdom. For instance, research has suggested many ways for a firm to influence architectural standards. While the firms in the present sample followed some of this advice, they also focused on a more neglected aspect of architecture,the compliance and testing standards that accompany modules and interfaces. By concentrating their efforts in a different area, even smaller firms in this sample were able to have some influence. Instead of focusing on the elimination of interdependencies, it was found that firms benefited from concentrating on the management of interdependencies as they emerged. Finally, while layers of management and "bureaucracy" are often viewed as unproductive, these firms found that adding structure, through positions such as Relationship Manager, was highly beneficial in handling the coordination and control of a wide range of external relationships. [source] FROM EXPERIENCE: Creating Synergy between Marketing and Research and Development,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2004Gail L. Rein The tensions between marketing and research and development (R&D) are so common that we have come to accept them as the way organizations are. If we remain resigned like this, how will we ever reap some of the benefits that can accrue from these groups working better together? If we can improve the working relationships between marketing and R&D, researchers promise a variety of desirable organizational outcomes, such as cycle-time reduction and new product success. This article describes in detail the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and R&D at both the front and back ends of the product development process, increasing productive interaction between the groups. The company found that at the front end, marketing and R&D needed to work together (1) to clarify the market requirements implicit in the market attack plan and (2) to develop a technical strategy that responded to the market requirements and that consequently implemented the market attack plan. At the back end, the groups needed to work together (3) to formulate the value messages used to market the company's products. The synergy created between marketing and R&D through the new process is credited for enabling the company to compete successfully in a market it never before had entered. [source] The Role of Resource Access, Market Considerations, and the Nature of Innovation in Pursuit of Standards in the New Product Development ProcessTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2003Arvind Sahay Standards influence new product development (NPD) in high-technology markets. However, existing work on standards has focused exclusively on one aspect of standards,compatibility standards. This article has the following goals. First, we delineate the concept of customer interface standards as distinct from compatibility standards. This distinction is important from a product development and technology adoption perspective. Second, we propose and show that antecedent factors may motivate a firm differently about the emphasis that the firm should put on a type of standard (compatibility or customer interface) that it follows. For example, we propose that appropriability regime affects pursuit of customer interface standards and compatibility standards differently. Finally, we illustrate how resource access and the nature of the innovation also influence a firm's decision to pursue a standard type. Finally, we propose that pursuit of different standards (customer interface or compatibility) affects the NPD process in terms of (1) sourcing and dissemination of technology and (2) the customer utility for the product, which influences adoption. We collected perceptual data from a sample of marketing and technology managers in high-tech industries in the UK using both formative and reflective scales to measure the constructs. Analysis of the data using LISREL supports our contention that compatibility standards and customer interface standards are distinct constructs and that appropriability regime influences compatibility standards and customer interface standards differently. We also find that pursuit of compatibility standards helps a firm to create direct externalities pursuit of customer interface standards helps firms to develop indirect network externalities and technological advantage in the market. Our findings have the following implications. First, managers need to account explicitly for the difference between compatibility and customer interface standards, as resource allocation decisions during the NPD process will determine where a firm puts more focus. The choices made by the firm,as to whether it pursues compatibility standards or customer interface standards,will determine the type of advantage that it can gain in the market. Given a firm's situation at a point in time, a greater focus on one standard type rather than the other may be the right approach. Such choices will influence resource allocation in the product development process. [source] A Model of Supplier Integration into New Product Development*THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2003Kenneth J. Petersen In many industries, firms are looking for ways to cut concept-to-customer development time, to improve quality, and to reduce the cost of new products. One approach shown to be successful in Japanese organizations involves the integration of material suppliers early in the new product development cycle. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. While prior research shows the benefit of using this approach, execution remains a problem. The processes for identifying and integrating suppliers into the new product development (NPD) process in North American organizations are not understood well. This problem is compounded by the fact that design team members often are reluctant to listen to the technology and cost ideas made by suppliers in new product development efforts. We suggest a model of the key activities required for successful supplier integration into NPD projects, based on case studies with 17 Japanese and American manufacturing organizations. The model is validated using data from a survey of purchasing executives in global corporations with at least one successful and one unsuccessful supplier integration experience. The results suggest that (1) increased knowledge of a supplier is more likely to result in greater information sharing and involvement of the supplier in the product development process; (2) sharing of technology information results in higher levels of supplier involvement and improved outcomes; (3) supplier involvement on teams generally results in a higher achievement of NPD team goals; (4) in cases when technology uncertainty is present, suppliers and buyers are more likely to share information on NPD teams; and (5) the problems associated with technology uncertainty can be mitigated by greater use of technology sharing and direct supplier participation on new product development teams. A supplier's participation as a true member of a new product development team seems to result in the highest level of benefits, especially in cases when a technology is in its formative stages. [source] Managing radical innovation: an overview of emergent strategy issuesTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2002Christopher M. McDermott Despite differences in definitions, researchers understand that radical innovation within an organization is very different from incremental innovation [13,17,21] and that it is critical to the long-term success of firms. Unfortunately, research has also shown that it is often difficult to get support for radical projects in large firms [14], where internal cultures and pressures often push efforts toward more low risk, immediate reward, incremental projects. Interestingly, we know considerably less about the effective management of the product development process in the radical than in an incremental context. The purpose of this study is to explore the process of radical new product development from a strategic perspective, and to outline key observations and challenges that managers face as they move these projects to market. The findings presented here represent the results of a longitudinal (since 1995), multidisciplinary study of radical innovation projects. A multiple case study design was used to explore the similarities and differences in management practices applied to twelve radical innovation projects in ten large, established North American firms. The findings are grouped into three high-level strategic themes. The first theme, market scope, discusses the challenges associated with the pursuit of familiar versus unfamiliar markets for radical innovation. The second theme of competency management identifies and discusses strategic challenges that emerge as firms stretch themselves into new and unfamiliar territory. The final theme relates to the people issues that emerge as both individuals and the project teams themselves try to move radical projects forward in organizations that are not necessarily designed to support such uncertainty. A breadth of subtopics emerge within and across this framework relating to such ideas as risk management, product cannibalization, team composition, and the search for a divisional home. Taken together, our observations reinforce the emerging literature that shows that project teams engaging in radical innovation encounter a much different set of challenges than those typically faced by NPD teams engaged in incremental innovation. [source] Implementing the lead user method in a high technology firm: A longitudinal study of intentions versus actionsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2001Erik L. Olson The customer or user's role in the new product development process is limited or nonexistent in many high technology firms, despite evidence that suggests customers are frequently an excellent source for new product ideas with great market potential. This article examines the implementation of the Lead User method for gathering new product ideas from leading edge customers by an IT firm that had not previously done much customer research during their new product development efforts. This case study follows the decision-makers of the firm through the process, where the end result is the generation of a number of useful product concepts. Besides the ideas generated, management at the firm is also impressed with the way the method makes their new product development process more cross-functional and they plan to make it a part of their future new product development practices. Approximately one year later the firm is revisited to find out if the Lead User method has become a permanent part of their new product development process. The authors find, however, that the firm has abandoned research on the customer despite the fact that several of the lead-user derived product concepts had been successfully implemented. Management explanations for their return to a technology push process for developing new products include personnel turnover and lack of time. Using organizational learning theory to examine the case, the authors suggest that the nontechnology specific product concepts generated by the lead users were seen as ambiguous and hence overly simplistic and less valuable by the new product development personnel. The technical language spoken by the new product personnel also increased the inertia of old technology push development process by making it more prestigious and comfortable to plan new products with their technology suppliers. The fact that the firm was doing well throughout this process also decreased the pressure to change from their established new product development routine. The implications for these finding are that: 1) it is necessary to pressure or reward personnel in order to make permanent changes to established routines, and 2) researchers should be careful at taking managers at their word when asking them about their future intentions. [source] | ||||||||||