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New Product Development Process (new + 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] 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] 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] 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] 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 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] 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] Individual differences, environmental scanning, innovation framing, and champion behavior: key predictors of project performanceTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2001Jane M. Howell Although increasing evidence points to the importance of champions for keeping product innovation ideas alive and thriving, little is known about how champions identify potential product innovation ideas, how they present these ideas to gain much needed support from key stakeholders, and their impact on innovation project performance over time. Jane M. Howell and Christine M. Shea address this knowledge gap by using measures of individual differences, environmental scanning, innovation framing and champion behavior to predict the performance of 47 product innovation projects. Champion behavior was defined as expressing confidence in the innovation, involving and motivating others to support the innovation, and persisting under adversity. Interviews with 47 champions were conducted to collect information about the innovation projects and the champions' tendency to frame the innovation as an opportunity or threat. Survey data were obtained from three sources: 47 champions provided information on their personal characteristics (locus of control and breadth of interest) and activities (environmental scanning), 47 division managers subjectively assessed project performance at two points in time, and 237 innovation team members rated the frequency of champion behavior. The results revealed that an internal locus of control orientation was positively related to framing the innovation as an opportunity, and breadth of interest was positively related to environmental scanning. Environmental scanning of documents and framing the innovation as a threat was negatively related to champion behavior, while environmental scanning through people was positively related to champion behavior. Champion behavior positively predicted project performance over a one-year interval. Overall, the findings suggest that in scanning the environment for new ideas, the most effective source of information is the champion's personal network of people inside and outside the organization. Also, the simple labeling of an idea as a threat appears to diminish a champion's perceived influence and erode credibility in promoting an innovation. From the perspective of division managers, champions make a positive contribution to project performance over time, reinforcing the crucial role that champions play in new product development process. [source] Towards a New Logic for Front End Management: From Drug Discovery to Drug Design in Pharmaceutical R&DCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Maria Elmquist Under pressure to innovate and be cost-effective at the same time, R&D departments are being challenged to develop new organizations and processes for Front End activities. This is especially true in the pharmaceutical industry. As drug development becomes more risky and costly, the discovery departments of pharmaceutical companies are increasingly being compelled to provide strong drug candidates for efficient development processes and quick market launches. It is argued that the Fuzzy Front End consists less of the discovery or recognition of opportunities than of the building of expanded concepts: the notion of concept generation is revisited, suggesting the need for a new logic for organizing Front End activities in order to support sustainable innovative product development. Based on an in-depth empirical study at a European pharmaceutical company, this paper contributes to improved understanding of the actual management practices used in the Front End. Using a design reasoning model (the C-K model), it also adds to the growing body of literature on the management of Front End activities in new product development processes. [source] Clustering: An Essential Step from Diverging to ConvergingCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2007Marc Tassoul Within the context of new product development processes and the Creative Problem Solving (CPS) process, the authors have come to the view that clustering is to be seen as a separate step in the process of diverging and converging. Clustering is generally presented as part of the converging stages, and as such categorized as a selection technique, which in the authors' view does not do justice to this activity. It is about expanding knowledge, about connecting ideas, and connecting ideas to problem statements, functionalities, and values and consequences. It is about building a shared understanding, in other words about ,making sense', an essential creative activity in the development of concepts and, although different from a more freewheeling divergent phase, can be as creative and maybe even more so. Four kinds of clusterings are distinguished: object clustering, morphological clustering, functional clustering and gestalt clustering. Object clustering is mainly aimed at categorizing ideas into an overviewable set of groups of ideas. No special connections are being made, other then looking for similarities. Morphological clustering is used to split up a problem into subproblems after which the ideas generated are considered as subsolutions which can then be combined into concepts. Functional clustering is interesting when different approaches can be chosen to answer some question. It permits a more strategic choice to be made. Gestalt clustering is a more synthesis like approach, often with a more metaphoric and artistic stance. Collage is a good example of such clustering. General guidelines for clustering are: use a bottom-up process of emergence; postpone early rationalisations and verbalisations; start grouping ideas on the basis of feeling and intuition; and use metaphoric names to identify clusters. [source] | ||||||||||