Strategic Partnering for Developing New Products

Millson, Murray R.; Raj, S. P.; Wilemon, David

doi:10.1080/08956308.1996.11671063

Cited by 73 publications

(66 citation statements)

References 22 publications

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“…Flowing from this conceptualization is the growing recognition that innovation results from interactions within buyer-seller relations (Dodgson and Rothwell 1994;Millson, Raj, and Wilemon 1996;Robertson and Gatignon 1998;Sivadas and Dwyer 2000). Scholars agree that a substantial part of the innovation process occurs between buyers and sellers in the supply chain (Hakansson 1987;Lundvall 1985aLundvall , 1985b.…”

mentioning

confidence: 99%

Innovation Generation in Supply Chain Relationships: A Conceptual Model and Research Propositions

2004

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Innovation Generation in Supply Chain Relationships: A Conceptual Model and Research Propositions

2004

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“…3) Clear objectives and division of roles A third strategic issue that impacts on the positive outcome of the manufacturer-user new product development relationship is the establishment from the outset, a set of clear objectives, which will provide direction for the partnership (Millson et al, 1996). Biemans determined that failure by partners to "unequivocally state their objectives, their expectations, and the criteria they will use to evaluate the cooperation…led to lack of commitment, unclear agreements, and delays and inefficiencies during the development process " (1992: 194).…”

Section: ) User Characteristicsmentioning

confidence: 99%

“…Joint participation in the setting of goals can establish mutual expectations and specifies to each party the cooperative efforts needed (Mohr and Spekman, 1996). Millson et al (1996) propose that new product development partners need written agreements as they "can provide clear direction for NPD programs and… eliminate some uncertainty" (43).…”

Section: ) User Characteristicsmentioning

confidence: 99%

New product development

Moutinho¹

2006

Filtration Industry Analyst

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In the late 1970s, a new research impetus occurred in the new product development literature with the publications of Eric Von Hippel's two seminal investigations (1976; 1977), where he advocated the involvement of users in the idea generation stage of the new product development process. Von Hippel"s conceptualisation of a customer active paradigm (1978) gave focus to a new generation of researchers and an emerging field of study into the involvement of users not only in the creation of ideas but to the whole new product development process. Over the last 25 years an impressive body of research has accumulated on the topic of user involvement and the purpose of this article is to synthesise and analyse that literature in order to assess the research progress in the area and also to assess our understanding of involving users in the development process. Based on the evidence reviewed, observations are drawn for future theoretical and empirical development in the field of user involvement

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“…As the NPD process has become more complex and costly, firms are increasingly using various partnering arrangements to accomplish their innovative goals (Millson et al 1996). Firms are more and more compelled to leverage their internal strengths with partners' core competencies to secure their ability to provide superior new products (Mohr and Spekman, 1994).…”

Section: Introductionmentioning

confidence: 99%

Comparing internal and alliance-based New Product Development processes: case studies in the food industry

Olsen

Gripsrud

2011

IJPD

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Companies may simultaneously pursue different new product development (NPD) strategies.This article reports a comparative two case design study of in-house NPD projects as well as alliance based NPD projects in a food company. Two contradicting proposition's of the efficiency of NPD in an alliance compared to NPD performed internally are stated, and the findings indicate that the alliance based NPD solution creates a better context for NPD than the in-house solution. Less forwarding of unsolved problems between the departments and a better communication is observed within the alliance. The observed pattern may be interpreted in terms of the framework developed by evolutionary economics, which states that what a firm can do is mainly determined by its organizationally embedded routines. We propose that the observed differences are explained by in-house routine failure, and highlight the importance of including routines when investigating the efficiency of new product development in alliances.

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Strategic Partnering for Developing New Products

Cited by 73 publications

References 22 publications

Innovation Generation in Supply Chain Relationships: A Conceptual Model and Research Propositions

Innovation Generation in Supply Chain Relationships: A Conceptual Model and Research Propositions

New product development

Comparing internal and alliance-based New Product Development processes: case studies in the food industry

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