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Article
Publication date: 3 August 2015

Huiying Zhang and Shuang Lv

This paper aims to investigate the moderating effects of contextual factors which are environmental uncertainty on the relationship between human resource (HR…

Abstract

Purpose

This paper aims to investigate the moderating effects of contextual factors which are environmental uncertainty on the relationship between human resource (HR) exploitation and HR exploration with new product development (NPD) performance and the mediating role of cross-functional integration between them. The main question this study wants to answer is how a firm implements HR practices to gain better performance under different environment factors. This study is the first empirical research which testifies the influence of HR exploitation and HR exploration on NPD performance.

Design/methodology/approach

This study uses regression analysis to examine the moderating effect of environment uncertainty and structural equation modeling to test mediating effect of cross-functional integration.

Findings

The result shows that HR exploitation influences NPD performance to a higher degree when environmental uncertainty is low than high. And HR exploration plays a more important role when environmental uncertainty is high; HR exploitation influences internal integration significantly, and the effect of HR exploration on external integration is significant; and internal integration and external integration mediate the relationship between HR exploitation/exploration and NPD performance, respectively.

Originality/value

These findings not only contribute to the literature but also provide a view for organizations in making the right decision of exploitative or explorative practices under the giving environment factor which organization facing and achieving better performance.

Details

Nankai Business Review International, vol. 6 no. 3
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 21 August 2007

Pang‐Lo Liu and Chih‐Hung Tsai

High‐tech industries in Taiwan exist in an environment with diverse product requirements and intense cost reduction and information integration stress. They must develop…

Abstract

High‐tech industries in Taiwan exist in an environment with diverse product requirements and intense cost reduction and information integration stress. They must develop new operational directions to increase industry competitiveness. Therefore, Taiwan’s high‐tech industries must continue R&D and creativity, establish knowledge sharing mechanisms and improve new product development (NPD) performance. This research analyzed and explored the influences of knowledge management (KM) and knowledge sharing mechanisms introduced by Taiwan’s high‐tech industries on new product development performance. The relationship between knowledge management capabilities and NPD performance is studied. This research considers the intervening industry and corporate position variables. Taiwan’s high‐tech industries have gradually entered the era of IT region integration and application with competitive advantage creation based upon core techniques. The in‐depth study of knowledge management and knowledge sharing introduced by the high‐tech industry revealed double meanings in academic and practical applications. The research results showed the following: (1) the stronger the knowledge management capabilities of Taiwan’s high‐tech industries, the more significant the NPD performance. (2) The better the knowledge sharing mechanism in Taiwan’s high‐tech industries, the more significant the NPD performance. (3) Corporate scale is not necessarily the critical factor in NPD success and the influence of corporate scale on NPD performance did not show significant differences. (4) The stronger the degree of leading corporate techniques, the more significant the NPD performance.

Details

Asian Journal on Quality, vol. 8 no. 2
Type: Research Article
ISSN: 1598-2688

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Article
Publication date: 1 July 2006

Todd A. Boyle, Vinod Kumar and Uma Kumar

This is the second paper in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage. In this paper, a model is…

Abstract

Purpose

This is the second paper in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage. In this paper, a model is developed outlining the relationship between the extent of CE team usage and three measures of performance, specifically NPD financial performance, NPD development performance, and communication quality.

Design/methodology/approach

To test the model, 2,500 questionnaires were mailed to NPD managers from the machinery, computer product, electrical equipment, and transportation equipment manufacturing industries. Of the 2,500 questionnaires mailed, 189 usable questionnaires were retuned for a usable response rate of 7.5 percent.

Findings

Results of performing partial least squares analysis indicate that the frequency of use of CE teams and functional involvement on CE teams influences communication quality, which in turn, influences both NPD financial and development performance.

Research limitations/implications

To researchers of NPD, the major implication of this study is that it highlights possible reasons (e.g. not considering the extent of usage or not including functional involvement or communication quality in their models) why they are obtaining such inconsistent results when examining the relationship between NPD practices and performance. The major limitation of this study is that only CE teams have been selected for investigation or risk the problems associated with developing a very long questionnaire.

Originality/value

To practicing NPD managers, the value of this research is that it highlights that CE teams which do little to improve communication quality will not lead to improvements in NPD performance.

Details

Team Performance Management: An International Journal, vol. 12 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 13 May 2014

Kalluri Vinayak and Rambabu Kodali

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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”.

Originality/value

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.

Details

Measuring Business Excellence, vol. 18 no. 2
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 3 May 2016

Abdulkareem Awwad and Dr. Mamoun N. Akroush

– The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products.

Abstract

Purpose

The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products.

Design/methodology/approach

Based on relevant literature review and in-depth interviews, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success measures dimensions.

Findings

This study empirically showed that manufacturing organisations in Jordan use a multidimensional construct for NPD performance success measures to assess the success of their new products. The multidimensional construct consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. The findings indicate that NPD financial performance is still the dominant dimension amongst the manufacturing organisations while measuring NDP performance. Also, the study has developed an inductive model of NPD performance success measures which shows the construct’s dimensions complexity.

Research limitations/implications

The fact that the paper is a single country study focusing on the manufacturing industry limits its generalisation to other industries/contexts. The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector. The services sector is a rich field for NPD performance success measures, in addition to being an important contributor to the economy of most, if not all, countries. Further, the paper focuses on only five dimensions of NPD performance success measures, other dimensions of NPD performance success measures might add more insights to their effect on NPD performance success measures.

Practical implications

Utilising the findings of this study can help managers make sense of NPD success and failure and plan the NPD strategy and activities across a range of differing situations. The major contribution of this study is increasing the ability of managers to improve their skills and capabilities and focus on the dimensions of NPD success in the best way that enables them to respond effectively to uncertainty caused by changes in the product life cycle which in turn might affect the performance of NPD. The findings urge managers to deal with NPD as a complex process that should be integrated within corporate, business and functional strategies of the firm.

Originality/value

The originality of this paper stems from its multidimensional construct of NPD performance success measures as well as in developing an inductive model that shows the complexity of NPD performance dimensions that can be used for assessing the success of new products. The study also has its originality since it is the first empirical work conducted on the manufacturing sector in an emerging market business environment, Jordan.

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Article
Publication date: 2 January 2018

Mamoun N. Akroush and Abdulkareem Salameh Awwad

The purpose of this paper is to examine new product development (NPD) financial performance enablers through examining the roles of NPD capabilities improvement, NPD

Abstract

Purpose

The purpose of this paper is to examine new product development (NPD) financial performance enablers through examining the roles of NPD capabilities improvement, NPD knowledge sharing and NPD internal learning in manufacturing organisations in Jordan.

Design/methodology/approach

Based on relevant literature review on NPD performance, a structured questionnaire was developed to collect data related to NPD performance measures. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success dimensions that manufacturing organisations use to assess NPD performance success. Then, path analysis was employed to examine the research model and test its hypotheses.

Findings

The study’s findings reveal that manufacturing organisations use a multidimensional construct for assessing NPD performance success, which consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing, and NPD marketing performance. NPD capabilities improvement exerted a positive and significant effect on each of NPD internal learning, NPD knowledge sharing, and NPD marketing performance, respectively. NPD knowledge sharing exerted a positive and significant effect on each of NPD internal learning NPD marketing performance. Each of NPD internal learning and NPD marketing performance exerted a positive and significant effect on NPD financial performance. The structural findings also indicate that 38.1 per cent (R2 is 0.381) of NPD financial performance is explained by the path of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance, which is the strongest path in the empirical model.

Research limitations/implications

The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector only. The services sector is a rich field for understanding NPD financial performance enablers in various service industries. Further, the paper focusses on only five dimensions of NPD performance success, other dimensions of NPD performance success might add more insights to their effect on NPD performance success measures especially their effect on organisational performance.

Practical implications

The findings of this study provide managers of manufacturing organisations with empirical insights related to the multidimensionality of NPD and their complex relationships to enhance NPD financial performance. The empirical findings assist managers to assess their NPD strategies, processes and implementation based on a results-oriented approach. The major contribution of the study is identifying the strongest paths of NPD financial performance enablers which reveals the complexity and criticality of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance on NPD financial performance. The rationale is NPD financial performance is still the most important NPD performance success dimension amongst manufacturing organisations.

Originality/value

The originality of this paper stems from developing and testing a multidimensional model of NPD financial performance enablers for the first time in emerging markets, Jordan. NPD financial performance is a function of other areas of NPD performance dimensions, namely; NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. This empirical evidence is provided to managers for the first time by this study.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 1
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 18 May 2021

Alejandro Bello-Pintado, Frederic Marimon and Javier Merino Diaz de Cerio

This paper aims to analyze the impact of team rewards (TR) on quality performance of new product development (NPD). In particular, the authors analyze whether the use of…

Abstract

Purpose

This paper aims to analyze the impact of team rewards (TR) on quality performance of new product development (NPD). In particular, the authors analyze whether the use of TR affects the performance of NPD team projects in not only accomplishing their work as a team and the outcomes of their performance but also considering the enhancement of the involvement of both internal functions and external actors (suppliers and customers) in the early stages of NPD.

Design/methodology/approach

The association of TRs on quality performances of new products is theoretically approached. Seven research hypotheses are proposed to be tested with an international database from the high performance manufacturing project. Empirical strategy includes structural equation modeling.

Findings

The authors observed that TR does not produce a direct effect on quality performance of NPD, but does so mediated through the involvement of SC members in the early stages of NPD. This paper highlights that, without involvement of external and internal supply chain actors, it is not possible to obtain desired performance of new products.

Originality/value

This study advances the study of TR on quality performance of NPD by considering TR as a tool for in-group work involving different and distant actors in the process of NPD. The analysis considers different dimensions of quality performance of NPD, distinguishing between time to market, technical issues and cost of manufacturing, which have usually been considered in an aggregated way. Empirical evidence using an ample database including manufacturing companies from fourteen countries

Details

International Journal of Quality and Service Sciences, vol. 13 no. 2
Type: Research Article
ISSN: 1756-669X

Keywords

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Article
Publication date: 8 June 2021

Tiago Ribeiro de Araujo, Daniel Jugend, Marcio Lopes Pimenta, Gessica Mina Kim Jesus, Gladys Dorotea Dorotea Cacsire Barriga, José Carlos de Toledo and Ari Melo Mariano

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 26 June 2020

Biao Sun and Yu Liu

Although the business model (BM) has become a top priority in management research, existing literature still offers a confusing and partial picture about how to leverage…

Abstract

Purpose

Although the business model (BM) has become a top priority in management research, existing literature still offers a confusing and partial picture about how to leverage BM designs for new product development (NPD) because of two limitations. First, research has paid little attention to different BM designs' effects on NPD performance. Second, few empirical studies have examined the moderating roles of firms' learning capabilities, such as big data analytics capabilities (BDA capabilities). This study aims to investigate the effects of BM novelty design and BM efficiency design on NPD performance and the ways in which BDA capabilities moderate these effects.

Design/methodology/approach

A literature review provides the model and hypotheses. Using a sample of 208 Chinese firms, the authors conducted an empirical test following multiple regression analysis.

Findings

The results demonstrate that BM novelty design has a positive effect on NPD performance while BM efficiency design takes the form of an inverted U-shape. Moreover, BDA capabilities (i.e. BDA technology capability and BDA management capability) have complicated moderating effects on BM novelty design- and BM efficiency design-NPD performance relationships.

Research limitations/implications

The results may be affected by both the context (solely in China) and type (cross-sectional) of the data set. This study has explored the moderating effects of BDA capabilities, further studies considering other significant practices such as social media usage, could yield richer insights that would help validate the results of this study.

Practical implications

First, we suggest that managers should be explicitly aware of the different impacts of BM novelty design and BM efficiency design on NPD performance. Second, this study encourages managers to build relevant BDA capabilities to work with BM designs to improve NPD performance.

Originality/value

This is one of the first studies to investigate BM designs' complicated influences on NPD success and explore BDA capabilities' moderating effects on the BM design-NPD performance linkage.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 8 January 2020

Sujinda Popaitoon

In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate…

Abstract

Purpose

In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate the moderating roles of job design in the relationships between project team viewed as human capital resources and new product development (NPD) performance in the short and long run. Based on survey data from 117 NPD project teams in high-technology multinational companies (MNCs) in Thailand, this research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on NPD project success. In addition, job design works in concert with human capital resources to affect managing NPD project-to-project in the long run. Designing jobs by providing autonomy, identity and feedbacks could trigger the stronger contribution not only for fostering knowledge creation in the NPD project team, but also encouraging intrinsic motivation to commit extra effort to achieve NPD goals. This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance. Implications for these results are discussed.

Design/methodology/approach

Based on survey data from 117 NPD projects in high-technology MNCs in Thailand, this research uses hierarchical regression to do analyses.

Findings

This research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on the short-run project performance. In addition, job design works in concert with human capital resources to affect managing project-to-project in the long run.

Research limitations/implications

This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance.

Originality/value

Investigating the moderating roles of job design in the relationship between human capital resources and NPD performance in the short and long run.

Details

Asia-Pacific Journal of Business Administration, vol. 12 no. 1
Type: Research Article
ISSN: 1757-4323

Keywords

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