NPD project timeliness: the project-level impact of early engineering effort and customer involvement

Johnson, William H.A.; Luo, Changyue

doi:10.1504/ijpd.2008.019238

Cited by 12 publications

(6 citation statements)

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“…Greater customer involvement is generally positively associated with reduction of product development time (Griffin, 1997;Langerak and Hultink, 2005;Johnson and Luo, 2008). Shared knowledge gained through customers' involvement may enhance product and process design simplification.…”

Section: Literaturementioning

confidence: 99%

Antecedents and outcomes of manufacturability in integrated product development

Doll

Hong²,

Nahm³

2010

International Journal of Operations &Amp; Production Management

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Purpose -The purpose of this paper is to present a model linking the role of design engineers to shared team knowledge, enhanced manufacturability, and product development outcomes. New product manufacturability is a quality of the product design that indicates the ease and reliability by which an organization develops products by using its manufacturing and supply chain resources. Design/methodology/approach -The model is tested using a sample of 205 product development projects from firms in the USA and Canada. Findings -The findings of the large-scale empirical study suggest that by facilitating informing practices among functional specialists, design engineers help translate a functional portrayal of the product in terms of customer attributes, to a form description in terms of engineering characteristics, and then to a fabrication view in terms of manufacturing processes. Practical implications -New product manufacturability can be a distinctive competency that provides competitive advantage by lowering costs, improving customer value, and speeding products to market. Originality/value -In contrast to previous research that showed that role changes of design engineers have a narrow impact on development productivity (e.g. improving resource allocation), this paper suggests that these role changes of design engineers have a much broader impact on manufacturability and, through this, improve manufacturing cost, time-to-market, and value-to-customers.

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Section: Literaturementioning

confidence: 99%

Antecedents and outcomes of manufacturability in integrated product development

Doll

Hong²,

Nahm³

2010

International Journal of Operations &Amp; Production Management

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show abstract

“…Many studies show that firms can involve customers in testing and development tasks conducted throughout the different phases of the NPD process. This is done to improve the exchange of information regarding user environments as well as to enhance the speed and outcome of problem-solving cycles (Verganti, 1998;Johnson and Luo, 2008). Other studies point out the importance of both prototyping and experimentation in NPD processes (Thomke, 1998;Krishnan and Ulrich, 2001).…”

Section: Customer Involvement and Early Prototypingmentioning

confidence: 99%

Adoption of NPD flexibility practices in new technology‐based firms

Buganza

Gerst

Verganti

2010

Euro Jrnl of Inn Mnagmnt

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Purpose -New technology-based firms (NTBFs) play a growing role in national economies. Given their nature, it is possible to suppose that these companies should manage their development processes by leveraging on flexibility. Thus, the main purpose of the paper is to understand to what extent NTBFs apply the methods and tools identified in the existing literature to increase the flexibility of new product development (NPD) processes. Design/methodology/approach -Eight in-depth case studies are conducted in order to draw and test a questionnaire for the extended research. Then, the questionnaire is submitted to 550 firms obtaining a final sample of 48. The first step of data analysis, based on factor analysis methodology, allows to reduce and clarify the practices applied by companies to increase the flexibility of the innovation process. The second step allows, using one-way ANOVA, to understand which practices for managing innovation processes are used in significantly different ways by high-and low-performing companies in the sample. Findings -The first result is that, in their development processes, NTBFs pay major attention to: management of technology; management of the NPD process; and management of competencies. A second relevant result is that high-performing NTBFs, despite their peculiar characteristics, do apply the majority of the best practices identified in literature for technology-based companies. Originality/value -Even though NTBFs have been studied for some time now, seldom have these studies focused on their innovation management processes. This paper does it by going in the detail of the organizational and process variables that can increase the flexibility of this process.

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“…By integrating resources and information possessed by customers and suppliers, manufacturers can enhance the external innovation search capability and gain complementary resources and information, thereby reducing the time-to-market of environmentally friendly products [18]. Therefore, the time-to-market of environmentally friendly products may be an intermediate outcome of effective green external integration, which ultimately leads to improved performance.…”

Section: Theory Framework and Hypotheses Developmentmentioning

confidence: 99%

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

2017

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Abstract:Although the importance of green external integration has been widely recognized, our understanding of how firm size influences its link with firm performance is still limited. This study develops a conceptual framework in which firm size is proposed to moderate the relationships between green external integration, the time-to-market of environmentally friendly products and firm performance. We examine this model using data collected from 176 Chinese manufacturing companies. The results reveal that firm size moderates the relationship between green customer integration and business performance, the relationship between green supplier integration and operational performance, and the relationship between the time-to-market of environmentally friendly products and business performance. In addition, green customer and supplier integration improve both operational and business performance entirely by decreasing the time-to-market of environmentally friendly products for large firms, while green customer integration enhances operational performance entirely by shortening the time-to-market of environmentally friendly products for small and medium firms. These findings have important implications for research and practice in the fields of green supply chain integration and green innovation.

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NPD project timeliness: the project-level impact of early engineering effort and customer involvement

Cited by 12 publications

References 0 publications

Antecedents and outcomes of manufacturability in integrated product development

Antecedents and outcomes of manufacturability in integrated product development

Adoption of NPD flexibility practices in new technology‐based firms

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

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