The effects of team reflexivity and innovativeness on new product development performance

Abstract

Purpose-To determine the effects of project management skills, entrepreneurial proclivity, and existing knowledge on team reflexivity and performance of cross-functional new product development (NPD) team. The moderating roles of team cohesiveness and knowledge practice are also explored. Design/methodology/approach-This study used online questionnaire surveys by inviting 500 R&D team members of NPD from three Science Parks in Taiwan. The survey questionnaires were sent to the representative of R&D team members. Findings-The results indicate that members' project management skills, entrepreneurial proclivity, and existing knowledge have significant impact on team reflexivity and product innovativeness of the NPD project, which then influence NPD performance. Furthermore, NPD team exercising higher levels of team cohesiveness and higher knowledge practice tend to moderate the influence of team reflexivity and product innovativeness on NPD performance. Research limitations/implications-The use of longitudinal research is suggested to confirm the results of this study. Moreover, other research settings, either different industry or other countries, could increase the generalizability of the findings. Practical implications-The study has high implications for managers of NPD to recruit qualified team members who have adequate knowledge and strong entrepreneurial proclivity. Moreover, managers should be aware of the moderating role of team cohesiveness and knowledge practices. Originality/value-The paper determines the antecedents and consequences of team reflexivity and innovativeness among NPD team members. The moderating role of team cohesiveness and knowledge practices are discussed.

Comprehensive performance measurement and management – innovativeness and performance through reflective practice

“…These include, for example, individual skills and capabilities, collective culture and structural aspects. There are some examples in the current literature suggesting that team reflection is a driver of both team innovation (Somech, 2006) and product innovation (Tien-Shang Lee, 2008). According to Somech (2006), the process of team reflection serves as a vehicle through which the interaction of participative leadership style and functional heterogeneity enhances team innovation.…”

Religio-centric product strategy on marketing performance

“…Cascio (2011) and Atalaya et al (2013) have proven that innovation marketing is not an important driver for improving MP. In addition, some dimensions of innovative marketing such as product innovativeness are truly decisive for improving business performance in both MP and financial performance (Lee, 2008;Lages et al, 2009;Ar, 2012), but some studies are not in line with these findings. Yalcinkaya et al (2007) showed clearly that innovation products have no effect on MP.…”

Religio-centric fashion advantage on marketing performance: the role of innovativeness and customer responsiveness

“…(2009) find that profitability performance and growth performance in small and medium enterprises are determined by product innovation. Research in Asian countries conducted by Rosli and Sidek (2013) in Malaysia and Lee (2008) in Taiwan also shows that product innovation really becomes decisive factor for improving corporate performance.…”