Internet-Based Technology Use and New Product Time-to-Market: The Moderating Effect of Product Innovativeness

Abstract

The aim of this study is to investigate the impact of Internet-based technology (IBT) use during a new product development (NPD) project on new product time-to-market. It is hypothesized that (1) IBT use has a positive impact on new product time-to-market (2) this impact is both direct and indirect (3) the indirect impact of IBT use on product time-tomarket is achieved through improvement of communication quality, effectiveness of team learning and level of team integration (4) the strength of these relationships is moderated by the product innovativeness. In order to test the hypotheses, data from 278 NPD projects conducted by Canadian and American manufacturing companies were collected and analyzed. IBT use was found to be a significant contributor to communication quality, effectiveness of team learning, level of team integration and new product time-to-market. Additionally, the results indicate that the relationships are stronger for projects developing highly innovative products as opposed to less innovative products.

Innovativeness as a Complex Area of Scientific Exploration: Review Studies

“…Kolejną kluczową zmienną poddawaną analizie był także wpływ innowacyjności technologicznej i technologii na sukces funkcjonowania przedsiębiorstw, a badania te wiązane były nierzadko z wiedzą i organizacyjnym uczeniem się (por. [De Grosbois, Kumar, Kumar 2010;Rosenzweig, Mazursky 2014]). Szeroko podejmowano także badania nad przedsiębiorczością [Pahnke, Katila, Eisenhardt 2015], w tym jej cechami, takimi jak poszukiwanie szans, adaptacja i absorpcja innowacji opracowanych przez konkurentów, działalność eksploracyjna i eksploatacyjna [Lichtenthaler, Muethel 2012], które są kluczowymi nośnikami przedsiębiorczości.…”

Managerial Factors Influencing Success of New Product Development

“…Organisations are looking for diverse strategies and instruments to support their NPD efforts to deal with the swiftly changing environment and the need for effective management of the mutual nature of product development (De Grosbois et al, 2010). Addressing opportunities and key factors in NPD could offer TMT wisdom of what novel ideas, concepts and tools are essential to help them increase the chance of their organisations to achieve successful results in NPD projects (Song and Noh, 2006).…”

“…Social capital of TMT results in improving efficiency of NPD performance through organisational learning which has been mentioned to be important as it influences NPD time-to-market, helps to create efficient routines and addresses the difficulties of technological, organisational, and environmental factors (De Grosbois et al, 2010). NPD is defined as the process and outcome of creating a new product (Land et al, 2011) and often conceptualised as a learning process (Tsai and Ghoshal, 1998), so positive and direct effects of TMT social capital on NPD process becomes more comprehensible.…”

“…Managers significant attention to new product development (NPD) during the last few decades which led to achieve success in development of new products could be widely considered as a long-term survival guarantee (De Grosbois et al, 2010). However, the ever-changing customer preferences, massive development in information and communication technology, upcoming knowledge and management methods have shortened products lifecycle.…”