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The purpose of this paper is to explore new product development (NPD) best practice from a practitioner's perspective. A large body of research has been completed on best practices in NPD. However, there is a limited knowledge of the extent to which practitioners are aware of what constitutes a NPD best practice and are aware of the relative importance of different NPD best practices.

Using an established framework, this research investigates NPD practitioners' views of best practices. Data were collected through a survey using a combination of quantitative and qualitative questions from 70 SMEs and 74 large companies in Ireland and the UK.

The results show that practitioners assign different levels of importance to the various NPD best practices. Regardless of company size, strategy is viewed as the most importance best practice for NPD, while metrics and performance evaluation is seen as the least important. This does not support previous research, which has shown that excellence in NPD process is the primary driver of NPD success. Additionally, there were differences between the specific practices that NPD practitioners from SMEs and large companies considered to be best practice.

This paper identifies a gap between what researchers and practitioners understand to be NPD best practice. The results further our understanding of how NPD practitioners translate existing NPD knowledge into actual NPD practice. The results presented in this paper suggest that there is much to be gained by strengthening the links between researchers and NPD practitioners. There is limited value in developing theories and models about the “best” ways to manage NPD unless these model and theories are fully diffused and can be made useful to NPD practitioners.

The purpose of the study is to study the relation between new product development (NPD) innovation and NPD best practices in an organization with respect to NPD performance in the backdrop of Indian manufacturing industry.

Performance indices are developed based on NPD innovation and NPD best practices in an organization. Based on the developed performance indices, a cluster typology or classification of surveyed organizations is conducted. Different hypotheses are generated and tested to chet1ck the relation between NPD best practices and NPD innovation in an organization with respect to NPD performance in the Indian manufacturing industry.

The following results were obtained: there is a positive effect on NPD performance for those organizations that strongly implement NPD best practices; the stronger the NPD innovation, the higher the NPD performance; and stronger organizations' ability for NPD innovation has positive relationship with NPD best practices. Hence, it is proven that, “the stronger the NPD innovation in an organization, with defined NPD best practices, the better the NPD performance”.

According to the author’s knowledge, no study is reported in literature which addresses the effect of NPD best practices and NPD innovation in an organization with respect to performance in the Indian manufacturing industry.

The purpose of this paper is to conduct an empirical investigation on the new product development (NPD) practices in Indian manufacturing industries. The NPD best practices constructs are identified from the literature and then an effort have been made to statistically establish the underlying principal components of NPD practices by checking their reliability and validity for the case of Indian manufacturing industry.

In all, 96 NPD best practices constructs are identified from literature articles published between 1998 and 2009. Principal component analysis (PCA) is conducted to establish the seven components of NPD practices. Cronbach's α values are computed to measure internal consistency or reliability of the established components of NPD practices. Further, confirmatory factor analysis is conducted on the established measurement model to test a hypothesized factor structure through construct validity, convergent validity and divergent validity.

The PCA of NPD best practices identified the seven underlying components (latent variables) namely “NPD strategy,” “NPD support system,” “product portfolio management,” “NPD team,” “NPD tools,” “product launch” and “concept generation.” In NPD strategy, Indian manufacturing companies are highly inclined toward cost reduction, cycle time reduction, competitive advantage and fast follower strategies. All NPD support system constructs are information technology dependent tools which require hardware, software and databases to support it. Indian manufacturing organizations are fundamentally concentrating on right balance of portfolio through improvements in the current products, cost reduction and additions to existing lines by using modular architectures and the reliable and valid NPD tools are FMEA, six sigma/quality management, DFMA/DF’X and QFD.

To the best of the author's knowledge, this research represents the first attempt to investigate empirically the NPD practices in Indian manufacturing industry.

This study aims to propose and test a research framework for analyzing the relationship between new product development (NPD) best practices and performance in companies that belong to innovative industries in Brazil.

A quantitative survey was conducted, involving several industries, including agricultural machinery, automotive and pharmaceutical. Data was analyzed through multiple linear regression.

Among the best practices investigated, the main results show that “innovative culture” and “project climate” are factors that significantly affect the performance of the NPD.

The choice of best practices can be considered a major limitation of this study, as this is a dynamic concept depending on a continuous analysis that must take into account the economic and technological environment.

This study highlights a relationship between an innovative culture and performance. Some practices may be adopted to address an innovative culture, such as stimulating employee creativity, acceptance and partnership with external actors for the joint development of technologies and employee involvement with NPD.

The findings expand the debate on best practices in NPD and innovation management by presenting results on the topic in an emerging country, in this case, Brazil.

Continuous understanding of the best practices associated with new product development is a constant research opportunity to advance knowledge in the field, as far as changes in the business environment and the increasing turbulence level in different market segments create and reposition the importance of practices over time.

Based on a systematic review, the study aimed to analyze the 100 most relevant articles published in international journals on new product development (NDP), identifying new patterns on the best practices for new product development and the types of relationship involved in NPD.

Among the several practices observed in the literature, the analysis point to a larger group of studies that converge on the identification of a positive and significant relationship in integration – simultaneously – between supplier, company, customers and strategic alliances and the performance of NPD.

These results support integration as a cross-cutting and structural best practice for NPD, as long as it is constituted as a capacity, mainly applied in highly turbulent environments. This approach supported the proposition of a new framework.

Organizations will be able to implement the proposed framework to NPD strategy in order to prioritize resources in best practices, aiming to increase the performance of new product development.

The adoption of integration and co-creation practices for the development of new products expands the possibilities of economic and social development, based on the involvement of the actors in this network.

This model had not yet been proposed in the literature, filling a gap in the agenda for future studies.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

The purpose of this paper is to present a systematic review and analysis of existing research articles on new product development (NPD) published in the 12-year period starting from 1998 to 2009.

To explore the articles related to NPD, four key words namely new product, product design, product development and product innovation were used in combination of title or abstract or keyword of the articles through several knowledge databases. The abstracts of journal papers were read and a decision as to whether article belongs to any NPD research issue or not was made. In total, 1,127 research articles were categorized systematically and then analyzed on various principal NPD information groups.

Analysis of selected articles led to a certain level of dispersion in the publication of NPD research in different journals. It is found that more attention needs to be on knowledge and creativity management, communication and information transfer in any NPD process.

By observing extended literature from authors reviewing articles from various journals, growth in research, and variety of topics covered in NPD, a broad systematic multi journal review of NPD literature is clearly overdue. The authors have developed a comprehensive listing of publications on NPD where they have classified the surveyed papers according to various principal NPD information groups like: published year, NPD research stream, type of organization studied (industrial/consumer/service), level of innovation (high/moderate/low), NPD focus on frameworks, performance perspective (success, failure or both), NPD research design (conceptual/empirical and qualitative/quantitative) and NPD relevant best practice element. Based on the classification scheme, the issues were analyzed from the system's perspective and their implications to NPD research.

The purpose of this paper is to improve the understanding of outsourcing new product development (NPD), and specifically of factors affecting the outsourcing decisions, by exploring the practices of the most innovative firms.

The paper draws on an internet‐based survey sent in winter 2008 to 494 medium‐sized firms in four industries which achieved a 77.3 percent response rate. The sample is split into the best firms and the rest, and a best practice analysis is performed with correlation analysis.

The best firms focus on knowledge issues to a higher extent, while cost and geographical proximity are more important for the rest firms. The best firms prioritize knowledge integration and development of knowledge about the outsourcing process higher.

The sample is taken from medium‐sized Swedish manufacturing firms. Future samples need to be expanded to further generalize the conclusions. Results show that further research combining resource and cost perspectives is needed.

Managers are recommended to not only find access to needed knowledge, but also give time to integration on a personal level, as this protects knowledge and lowers costs in the long‐run.

Studies of outsourcing NPD are few and, to the authors’ knowledge, no quantitative studies on the topic have been made.

This study analyses new product development (NPD) processes of small- and medium-sized enterprises (SMEs). The purpose of this paper is to find successful innovation processes of SMEs on the one hand, and to reveal starting points to further improve these processes on the other.

Data were gathered from 49 semi-structured, face-to-face interviews with German firms. From the total of 49 cases, the authors identified three manufacturing SMEs with high-performing innovation processes, whose NPD processes the authors took as best practice examples. The authors then used the design structure matrix to map these three NPD processes, and optimised the sequence by applying an optimisation algorithm.

The authors determined which activities could be done sequentially, in parallel, or overlapping. The authors also scrutinised the position of dynamic milestones and demonstrated that the best-performing SMEs had flexible NPD processes, which allowed for an accelerated innovation process.

Due to the qualitative design of the investigation, the research presented was not specifically designed to draw statistical generalisations. For this reason, the results may not be applicable to all SMEs.

The authors recommend that SMEs uncouple activities as much as possible. In this regard, the findings revealed that that especially technical and economic activities may be conducted in parallel due to their low dependence.

The paper offers an SME-specific NPD process to optimise the innovation performance. Moreover, the findings deliver new knowledge on how the best-performing SMEs innovate.

The purpose of this paper is to investigate whether the screening of product ideas is supported by the NPD (new product development) process design throughout the NPD phases.

Data were collected with an internet survey questionnaire from 43 large companies producing high and low‐technology consumer products.

Results reveal that the screening of product ideas is detached from the NPD process design, but significantly influenced by the market conditions facing companies.

To understand NPD in companies, NPD literature will benefit from knowledge of the process of implementing “best practices” of NPD. Companies follow guidelines, but how is the NPD process followed through? This paper supports the need for improved insight into the complexity of screening decisions as well as knowledge of the screening determinants.

The implementation of cross‐functional teams and interacting phases demands more attention by management in order to reduce costs of NPD relative to the ROI of new products.

By showing that the screening is detached from the NPD process design, the paper gives valuable insight into the need for theory to investigate the complexity of implementing “best practices” of NPD.