Operating NPD innovatively with different technologies under a variant social environment

Chen, Hsing Hung; Lee, Amy H. I.; Wang, Hai-zheng; Yun-huan, Tong

doi:10.1016/j.techfore.2007.02.012

Cited by 16 publications

(8 citation statements)

References 28 publications

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“…These three constructs are different and represent trade-offs in new product management. In line with prior work, efficiency is associated with development time and development cost (Chen et al, 2008) while effectiveness relates to financial performance and product quality (Johnson et al, 2009). Product innovativeness means the degree to which the product being developed is new to the company and new to the market (Bonner, 2010).…”

Section: Inter-organisation Relationship and Npd Performancementioning

confidence: 70%

“…New product development (NPD) for a firm is imperative for survival in today's hyper competition markets, and involving customers in NPD activities is increasingly considered a must (Chen et al , 2008; Hausman et al , 2005). Customer participation means the degree to which the customer is involved in a manufacturer's NPD activity, which we focus on in the business‐to‐business (B2B) market.…”

Section: Introductionmentioning

confidence: 99%

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The impact of customer participation on NPD performance: the mediating role of inter‐organisation relationship

Lin

Huang

2012

Journal of Business &Amp; Industrial Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Customer participation has been recognised as a critical factor in successful new product development (NPD). However, there is scant empirical evidence on how customer participation affects NPD performance. This research attempts to provide a framework to interpret how interorganisational relationships mediate the impact of customer participation on NPD performance based on marketing, innovation management and social networks literature. Design/methodology/approach -An empirical study of 179 high-tech firms in Taiwan is analysed by structural equation modelling. Findings -The results indicate that the impacts of customer participation as an information resource and customer participation as a co-developer on NPD performance are mediated by inter-organisational relationships. Practical implications -The results offer a guideline for high-tech firms that decide to involve customers in NPD activities. In order to improve efficiency and effectiveness, this research suggests that firms build inter-organisational relationships with customers to foster knowledge sharing, cooperation, and problem solving. However, firms should be aware that product innovativeness may be hindered by such close collaborative relationships. Originality/value -The research demonstrates that the contributions of customer participation may not be regarded as inevitable. The authors confirm that research for investigating the linkage between customer participation and NPD performance should consider the mediating roles of interorganisational relationships, which may help resolve the conflicting results obtained by researchers on the contributions of customer participation. In addition, the results show that the establishment of close customer-supplier relationships during NPD cooperation is a key success factor for both efficiency and effectiveness, but has the opposite effect on product innovativeness.

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Section: Inter-organisation Relationship and Npd Performancementioning

confidence: 70%

Section: Introductionmentioning

confidence: 99%

The impact of customer participation on NPD performance: the mediating role of inter‐organisation relationship

Lin

Huang

2012

Journal of Business &Amp; Industrial Marketing

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“…In examining NPD, the role of innovation is pertinent (Chen et al, 2008). Different NPD innovations are in need of differing internal and external environments.…”

Section: Intangible Resources and Npdmentioning

confidence: 99%

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

Sainaghi

Phillips

d’Angella

2019

International Journal of Hospitality Management

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“…While the outsourcing activities of the MNCs was highly concentrated in a handful of economies by the beginning of the global R&D wave, the offshore outsourced R&D activities have now been more geographically dispersed and this indeed reveals the increasing value of networking and networks. These multiple sites encourage the development of more ideas, due to the varied international backgrounds in global networks (Richtne´r and Rognes, 2008) taking into account that under the increasingly competitive global market, a firm simply cannot survive without new products developed under network cooperation, especially for high-tech industries (Chen et al, 2008a). …”

Section: Introductionmentioning

confidence: 99%

“…Since efficiency, effectiveness and innovation management have different and contradictory natures, it is very difficult to achieve an efficient and innovative network cooperative NPD (Chen et al, 2008a).R&D teams need to access and retrieve information from as many sources as possible. Many innovation strategists argue that a centralized network is required in order to protect corporate technology (Kafouros et al 2008).…”

Section: Introductionmentioning

confidence: 99%

Literature, Principle and the Basics of Network Value Creation in R&D: The Relationship with Economy

2008

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Abstract:The internationalization of R&D network is a recent phenomenon. In this knowledgebased environment, the driving forces for this phenomenon are digitization, the internet, and high-speed data networks that are keys to address many of the operational issues from design to logistics and distribution. From the other direction to surviving in the highly competitive industry, requires strategies to collaborate with or compete with suitable firms within a network in the New Product Development process. The growing internationalization of R&D activities challenges multinational corporations (MNCs) to formulate technology strategies and manage increasingly diffuse and diverse networks of R&D laboratories and alliances in the context of disparate national institutions. Research and development functions are fundamental drivers of value creation in technology-based enterprises. Successful R&D is a function of invention and R&D network. This paper studies R&D network issues from the perspective of their impact on value creation. It is observed that most of the research activities encourage and support R&D networks and influences in economic development. Introduction:

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Operating NPD innovatively with different technologies under a variant social environment

Cited by 16 publications

References 28 publications

The impact of customer participation on NPD performance: the mediating role of inter‐organisation relationship

The impact of customer participation on NPD performance: the mediating role of inter‐organisation relationship

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

Literature, Principle and the Basics of Network Value Creation in R&D: The Relationship with Economy

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