Can a good organizational climate compensate for a lack of top management commitment to new product development?

Rodríguez, Noel; Pérez, María José Sanzo; Gutiérrez, Juan Antonio Trespalacios

doi:10.1016/j.jbusres.2007.06.011

Cited by 113 publications

(102 citation statements)

References 78 publications

(96 reference statements)

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“…We suggest that the governance mechanism is related to network performance through the tie strength between members. Rodriguez and Sanzo Pérez (2008) found that the relationship between trust and NPD performance is mediated by communication and cooperation. Song and Di Benedetto (2008) also found that the relationship between some other relational variables (power and commitment) and NPD performance is mediated by the level of supplier involvement.…”

Section: Tie Strength As a Mediatormentioning

confidence: 99%

The relationship between governance and NPD performance and the mediating role of tie strength

Teimoury

Fesharaki²,

Bazyar³

2011

International Journal of Productivity and Performance Management

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PurposeThe purpose of this paper is to examine the impact of governance modes (trust and unilateral control) on new product development (NPD) performance and the mediating role of tie strength.Design/methodology/approachSurvey research was conducted to collect data from 112 NPD relationships and structural equation modeling was conducted to test the hypotheses.FindingsThe results suggest that the trust and tie strength are positively related, while unilateral control and tie strength are negatively related. On the other hand, tie strength is positively related to NPD performance. Results also show that the impact of trust and unilateral control on NPD performance are mediated by the tie strength.Originality/valueThis study enhances the understanding of NPD relationships by examining the key modes of governance through which tie strength and NPD performance are influenced.

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Section: Tie Strength As a Mediatormentioning

confidence: 99%

The relationship between governance and NPD performance and the mediating role of tie strength

Teimoury

Fesharaki²,

Bazyar³

2011

International Journal of Productivity and Performance Management

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“…Previous studies on innovations (defined in various ways) have identified diverse factors that putatively influence their success [21,[47][48][49]. No consensus has been reached regarding a set of requirements for successful innovation management, despite intense and extensive efforts [20].…”

Section: Analytical Factorsmentioning

confidence: 99%

“…However, numerous factors affect managers' commitment, inter alia cost-benefit analyses, senior managers' technical competence, perceived failure risks, and risk aversion levels of shareholders, boards, and managers [19,49]. There were high levels of uncertainty in all three of the focal projects, due to the explorative nature of the innovations.…”

Section: Senior Management Commitmentmentioning

confidence: 99%

Sustainable Development in Project-Based Industries–Supporting the Realization of Explorative Innovation

Larsson

2018

Sustainability

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Both exploitative and explorative innovations are needed for sustainable development in any industry, but balancing the two types is a delicate matter, and exploitation tends to be strongly prioritized in many industries. This is typically evident in project-based industries (PBIs), which are characterized by a fragmented supply chain and the delivery of one-off solutions in business projects. Realizing explorative innovations in this context is complex due to the need to transfer new knowledge between the organization developing the innovations and actors in inter-organizational business projects. The aim of this paper is to highlight areas in the management of explorative innovations developed outside business projects, to increase the understanding of where the specific market setting of PBIs might necessitate an adapted approach for successful realization. A case study of three innovation projects in organizations operating in PBIs have been conducted. The findings confirm that the major challenges lie in the transition between development project and business project. We highlight three aspects linked to this transition that require a flexible management approach: the assignation and acceptance of suitable responsibilities and roles, flexible support for the innovation process, and system acceptance. The findings may provide guidance for actors in PBIs strategically seeking to promote sustainable development, and provide foundations for further research to develop support for explorative innovation.

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“…He does not advocate a withdrawal from stages and gates, instead he realises that to make these systems really work product development should allow much more flexibility. A potential way of achieving this could be a move towards reducing the authoritative role of senior management and pushing the decision-making role of the NPD project team members and leaders (Jorgensen and Messner, 2009;Rodriguez et al, 2008). Gate 5 etc.…”

Section: Design Conceptmentioning

confidence: 99%

A Conceptual Analysis on the Different Approaches to New Product Development and the Variables Associated With Modelling the Process

Owens

Atherton

2018

Design and Optimization of Mechanical Engineering Products

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Can a good organizational climate compensate for a lack of top management commitment to new product development?

Cited by 113 publications

References 78 publications

The relationship between governance and NPD performance and the mediating role of tie strength

The relationship between governance and NPD performance and the mediating role of tie strength

Sustainable Development in Project-Based Industries–Supporting the Realization of Explorative Innovation

A Conceptual Analysis on the Different Approaches to New Product Development and the Variables Associated With Modelling the Process

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