Critical success factors in early new product development: a review and a conceptual model

Florén, Henrik; Frishammar, Johan; Parida, Vinit; Wincent, Joakim

doi:10.1007/s11365-017-0458-3

Cited by 65 publications

(63 citation statements)

References 82 publications

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“…Researchers have devoted considerable attention to understanding the sources of success in idea generation by, for example, identifying core activities and success factors (Florén, Frishammar, Parida, & Wincent, 2018;Khurana & Rosenthal, 1997;Velamuri, Schneckenberg, Haller, & Moeslein, 2017). Koen, Ajamian, Burkart, and Clamen (2001) describe idea generation as an activity in which ideas are progressively built upon, torn down, refined, reshaped, adapted and advanced.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Idea generation and open innovation in SMEs: When does market‐based collaboration pay off most?

2018

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Small‐ and medium‐sized enterprises (SMEs) largely depend on proficient idea generation activities to improve their front‐end innovation performance, yet the liabilities of newness and smallness often hamper SMEs' ability to benefit from systematic idea generation. To compensate for these liabilities, many SMEs adopt an open innovation approach by collaborating with market‐based partners such as customers and suppliers. This study investigates the relationship between SMEs' systematic idea generation and front‐end performance and investigates the moderating role of market‐based partnership for SMEs. Drawing on a survey of 146 Swedish manufacturing SMEs, this study provides two key contributions. First, the systematic idea generation and front‐end performance relationship in SMEs is non‐linear. Accordingly, higher levels of front‐end performance are achieved when idea generation activities are highly systematic. Second, the returns from higher levels of systematic idea generation are positively moderated by market‐based partnerships. Thus, external cooperation with customers and suppliers pays off most toward front‐end performance when SMEs have highly systematic idea generation processes. These results indicate a contingency perspective on the role of external partnerships. They also have implications for research into the front‐end of innovation and open innovation in the context of SMEs.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Idea generation and open innovation in SMEs: When does market‐based collaboration pay off most?

2018

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“…Bogers and Horst (2014), conducted an inductive study to investigate how collaborative activities across functional, hierarchical, and organizational boundaries can improve the overall collaborative process. The findings suggest that collaborative activities are used as a critical success factor, thereby serving as a platform for the cross-fertilization of knowledge in the early stages of new product development (Florén et al 2017;Gama et al 2017).…”

Section: Collaborative Ideationmentioning

confidence: 99%

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Gama

2018

Int Entrep Manag J

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Collaborative ideation is a key practice for innovation. Implementing suitable appropriability mechanisms during this collaborative ideation is a necessary yet difficult task. This difficulty owes to a high level of uncertainty and low level of codification because partners work on loosely defined concepts that may change during the collaboration. Firms can employ several appropriability mechanisms to protect their knowledge. Examples include patents, copyright, legal agreements, document management, lead time, secrecy and complexity. However, the best time to apply each mechanism remains unclear, and few empirical studies have explored this issue. This study is based on exploratory case studies of three manufacturing firms. The goal is to identify which appropriability mechanisms are pertinent at each phase of collaborative ideation and how they influence the effectiveness of protection. The results of the analysis lead to the development of a model describing the managerial practices that influence the effectiveness of protection. The results also lead to a set of research propositions to define when each appropriability mechanism is most likely to be used. Overall, this research contributes to the discussion of how to integrate formal and informal appropriability mechanisms for safe collaborative ideation.

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“…Whether the opportunity identification be a top-down or bottom-up process is becoming a topical issue being discussed by scholars [5]. Opinions on the importance of customer engagement in the creation and development of innovative ideas, products, and services contradict each other, as they bring to light both positive and negative effects of customer engagement [6][7][8]. The majority of scholars emphasize the important role of customers in giving insight into their needs, and in the co-thinking and co-creating, thus directing the actions of companies towards useful innovation and new value creation [9][10][11][12][13][14].…”

Section: Introductionmentioning

confidence: 99%

“…Ideas which might bring about valuable innovation could be given by customers-just ordinary people who might be pivotal sources of knowledge and whose participation helps translate their needs into new products [6,[9][10][11]13,14,[18][19][20].…”

mentioning

confidence: 99%

“…When there are problems and needs, people are forced to invent ways for solving them. That means, a problem-driven approach may always bring to some useful ideas and innovation opportunities [6,[21][22][23]. Useful ideas for innovation in this paper are understood as ideas for such innovations which meet people's needs and do not cause negative externalities that result in social costs out weighing the private gains [24].…”

mentioning

confidence: 99%

See 1 more Smart Citation

The Identification of Opportunities for Innovations through Collecting Problems from Citizens

Oganisjana

Kozlovskis

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Customer engagement in different phases of creation of new products and services is argued to be a significant success factor by some scholars and practitioners, and unnecessary—by others. The paper analyses the findings of a pilot study, conducted with the intention to see whether ordinary citizens from different countries could highlight problems which really could bring forth ideas for innovative products or services. The data were collected via electronic survey with the further qualitative content analyses of the problems that, to the respondents’ minds, are worth solving. The expert group analysis of the ideas which derived from the problems was conducted to decide the feasibility of the approach, whose efficiency was concluded not to be high. Reliability and consistency of the experts’ assessments were tested using statistical software SPSS 20 based on the correlation analysis of five criteria—usefulness, social impact, customer base, frequency of use, and novelty. The research revealed 16 groups of problems.

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Critical success factors in early new product development: a review and a conceptual model

Cited by 65 publications

References 82 publications

Idea generation and open innovation in SMEs: When does market‐based collaboration pay off most?

Idea generation and open innovation in SMEs: When does market‐based collaboration pay off most?

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

The Identification of Opportunities for Innovations through Collecting Problems from Citizens

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