An institutional analysis of the new product development process of small and medium enterprises (SMEs) in China, Hong Kong and Taiwan

Siu, Wai Sum; Lin, Tingling; Fang, Wenchang; Liu, Zhichao

doi:10.1016/j.indmarman.2005.04.008

Cited by 52 publications

(29 citation statements)

References 58 publications

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“…Design in this type of NPD, where changes of styling alone predominate, result in reduced contributions and impacts on overall product. This is in keeping with findings by Siu et al (2006). Additionally, package design was seen as unimportant and even omitted from the NPD process.…”

Section: Discussionsupporting

confidence: 84%

“…Fewer people were engaged in the decision making process. This demonstrates the fragmented and immature nature of most Chinese SMEs as stated by Siu et al (2006), and the decision making was an autocratic process to some extent. In contrast, group discussion took place several times in the designer-led NPD team, because the industrial designer in the team was permitted to co-manage the project.…”

Section: Discussionmentioning

confidence: 87%

“…According to Siu et al (2006), the NPD process in Chinese SMEs has four stages: ideas generation, prototype development, market analysis and testing, and commercialisation. Similar to their finding, the NPD process in the selected company had four stages, starts from ideation, for finding an idea or opportunity (see item 1, Figure 2); however, it was not conducted by a NPD team, but purely by insights of top manager or project manager.…”

Section: Current Npd Process Modelmentioning

confidence: 99%

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Design-Led New Product Development in Chinese SMEs

Lou

Southee

Bohemia

2015

Symphonya. Emerging Issues in Management

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Design-oriented new product development (NPD) Design-Oriented New Product DevelopmentDesign has received increasing attention by researchers exploring the management of New Product Development (NPD). Kristensen (1998) suggests that design should be institutionalised into the firm's strategic orientation, and that the firm's core values be infused by design ideas; while Perks et al. (2005) emphasise that design should be seen as process leader throughout the NPD process. Roper et al. (2012) discovered that companies where NPD strategy incorporates designleadership characteristics have better economic performance. These studies represent the increasing importance of design in NPD and suggest companies develop new product by implementing design-oriented NPD.Design-oriented NPD is considered to be beneficial for company growth and survival (Perks et al. 2005;Roper et al. 2012, Brondoni 2012). There appears to be potential benefit in bringing design-oriented NPD strategy to Chinese

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Section: Discussionsupporting

confidence: 84%

Section: Discussionmentioning

confidence: 87%

Section: Current Npd Process Modelmentioning

confidence: 99%

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Design-Led New Product Development in Chinese SMEs

Lou

Southee

Bohemia

2015

Symphonya. Emerging Issues in Management

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“…Due to the characteristics of SMEs, such as small firm size and the ability of fast response to market trends, SMEs are capable to carry out more efficient new product development than large firms (Tan, 2001). Recently, Chinese SMEs increasingly recognize that they need to enhance their ability to develop new products and differentiate their own brands from competitors (Siu et al, 2006). Furthermore, some researchers point out that several Chinese SMEs have successfully grasped such opportunity and transformed into large enterprises that generate their particular brands (Wang and Yao, 2002).…”

Section: Introductionmentioning

confidence: 99%

The unique chinese innovation pathways: Lessons from chinese small and mediuem sized manufacturing firms

Chung

Tan

2017

International Journal of Production Economics

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Many researchers equate the development of Chinese product innovation capabilities to Japanese and South Korean's development paths, that is, from imitation to innovation. Nonetheless, today many Chinese products have competed successfully in the global markets in terms of speed, cost, quality, and innovativeness. China's product innovation performance has gained the world's recognition. The performance of some industrial areas have also outperformed Japan and South Korea. This paper aims to understand and identify the unique phases of Chinese innovation. We collected empirical data from field studies and interviews with managers of ten small and medium enterprises (SMEs) in the Suzhou province of China. The research shows three unique Chinese innovation phases that are distinctive from the Japanese and South Korean.The results provided interesting insights into how Chinese SMEs in different industries cultivated their skills and knowledge under the three unique phases. We believe the findings contribute towards a better understanding of Chinese innovation in the context of China's evolving institutions and growing firm capabilities. Moreover, findings from this research help to shed light on existing debates for the unique Chinese innovation pathways.

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“…However, previous empirical studies tend to reduce the concept of institutions into legal and political elements, such as laws, policies, and government programs, as they influence small firms (Henrekson and Johansson 1999;Henriquez, Verheul et al 2001;Veciana, Aponte et al 2002;Co 2004;Rodrik, Subramanian et al 2004;Siu 2005;Vatn 2005;Wan 2005;Siu, Lin et al 2006;Sui, Lin et al 2006). This treatment of institutions is rather too restricted, as will be shown in the following review of the literature on the rich traditions of institutionalism.…”

Section: Introductionmentioning

confidence: 99%

An Institutional View of Local Entrepreneurial Climate

Roxas¹,

Lindsay²,

Ashill³

et al. 2008

Asia-Pac.Soc.Sci.Rev.

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ABSTRACT:This paper proposes a conceptual framework on the role of formal and informal institutional factors at the sub-national level (e.g. city) in shaping the climate conducive for the growth and success of micro, small, and medium enterprises (MSMEs). Extant literature reveals that institutional analyses tend to focus on either formal or informal institutions, in narrow and fragmented ways. Likewise, previous studies focused their analysis on national or country-wide institutional frameworks, ignoring the institutional heterogeneity of regions and cities within a given country. This study attempts to develop an integrated institutional approach at the city-level and stretch the conceptual boundaries of formal and informal institutions as they shape the local entrepreneurial climate -the set of tangible and intangible institutional factors that are shaping the performance of entrepreneurial firms in a geographically and politically defined area such as a city.

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An institutional analysis of the new product development process of small and medium enterprises (SMEs) in China, Hong Kong and Taiwan

Cited by 52 publications

References 58 publications

Design-Led New Product Development in Chinese SMEs

Design-Led New Product Development in Chinese SMEs

The unique chinese innovation pathways: Lessons from chinese small and mediuem sized manufacturing firms

An Institutional View of Local Entrepreneurial Climate

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