Search results

The purpose of this paper is to summarize the accumulated body of knowledge on the performance of new product projects and provide directions for further research.

Using a refined classification of antecedents of new product project performance the research results are meta‐analyzed in the literature in order to identify the strength and stability of predictor‐performance relationships.

The results reveal that 22 variables have a significant relationship with new product project performance, of which only 12 variables have a sizable relationship. In order of importance these factors are the degree of organizational interaction, R&D and marketing interface, general product development proficiency, product advantage, financial/business analysis, technical proficiency, management skill, marketing proficiency, market orientation, technology synergy, project manager competency and launch activities. Of the 34 variables 16 predictors show potential for moderator effects.

The validity of the results is constrained by publication bias and heterogeneity of performance measures, and directions for the presentation of data in future empirical publications are provided.

This study helps new product project managers in understanding and managing the performance of new product development projects.

This paper provides unique insights into the importance of predictors of new product performance at the project level. Furthermore, it identifies which predictor‐performance relations are contingent on other factors.

Although several studies have suggested that the salesforce is a major contributing factor to new product success, few studies have focused on the role of sales managers and salespeople in new product launch, particularly with respect to its relation with performance in new product selling. This article decribes the results of an empirical investigation into the determinants of new product selling performance. The results show that product newness to the firm, market volatility, resource inadequacy and behavior reward are related inversely to new product selling performance, whereas feedback provided by the sales manager, new product complexity, salesforce new product selling experience and output reward are related positively to sales performance.

This paper reports some results of an investigation of the product innovation strategies of Australian high technology firms. While theoretical and empirical research undertaken outside of Australia reveals the importance of firms' adopting appropriate new product strategies to enhance their profits and prospects for growth (Booz, Allen & Hamilton 1982, Maidique & Zirger 1984, Cooper 1985), very little is known about the strategic behaviour and performance of Australian manufacturing firms whether high, medium or low technology.

The purpose of this paper is to analyze the management process considering risks and performances in developing new products.

The paper provides risk factors and performance factors based on literature reviews and then discusses risk and performance management processes during the product development period. Some lessons for effective risk management and performance measures are reported.

The timing of risk management and performance measures is important to the impact level of performance.

This proposed framework could be used as a basis for systematic management of R&D investment projects.

The paper provides insights into the R&D committee's role in developing new products.

This paper examines three issues. First, do multiple possible paths to high versus low new product performance (NPP) occur among European, high-tech, industrial manufacturing firms? Second, what are the upstream influences on high NPP? For example, what background factors affect the levels of the KSFs? Third, do consistent country-level differences occur among Austrian, German, and Swedish executives in their evaluations of antecedents and high-tech NPP? To probe these issues, a total of 771 chief operating officers and project managers participated in face-to-face long interviews (McCracken, 1988) covering 241 less and 264 more successful than average industrial NPD projects. The empirical findings support the propositions that: (1) multiple paths lead to high versus low NPP; (2) unique antecedent variables affect the KSFs for high NPP; and (3) for several upstream and direct influences, consistent national differences occur among executives’ assessments of NPP. A key implication of the study for NPD executives is to recognize the possibility of alternative paths leading to successful NPD.

This study aims to test the role of a firm’s marketing and technological capabilities in mediating the relationship between customer involvement in information provision (CIP) and customer involvement in coproduction (CIC) and new product performance, while also investigating the impact of the interactive effect of such capabilities. This investigation is at the firm rather than the project level.

A survey-based questionnaire was distributed to senior managers from 101 Taiwanese electronics firms. The research model and hypotheses were evaluated using partial least squares structural equation modeling in SmartPLS 3.

CIP and CIC improve new product performance indirectly through the development of marketing and technological capabilities. CIP has a stronger positive effect on marketing capabilities than CIC. In addition, the interactive effect of marketing and technological capabilities on new product performance is positive and significant.

The data came from a single respondent in each firm, which may lead to common method bias. In addition, the data were cross-sectional in nature, having been collected at a single point in time. This limits the ability to draw causal inferences, as would be possible with longitudinal data. Finally, the data came from a single industry in only one country.

CIC is useful in terms of product idea generation and screening, as well as in helping to effectively learn and combine market knowledge from customers, whereas CIP takes on a more active role in strengthening marketing capabilities. Managers should understand these direct effects of CIP and CIC, as well as their indirect effects on new product performance.

Previous empirical research is largely limited to project-level implications such as innovativeness, advantages and the financial performance of a specific new product; a clear understanding of the strategic, firm-level implications of CIP and CIC in the context of new product development is lacking. The findings highlight the importance of treating CIP and CIC as continuous processes in a firm rather than viewing each in isolation to a specific project.

The purpose of this paper is to examine the performance of salespeople when selling new products (namely, electronic goods) in a business-to-business context by incorporating the organizations’ perceived psychological climate into goal orientation theory.

The current study uses the goal orientation theory to examine the performance of 158 salespeople based on new electronic product sales. Organizational psychological climate perceptions (i.e. customer orientation, sales supportiveness and sales innovativeness) are included as variables that can moderate salespeople’s performance. This study used partial least squares to examine its proposed model.

This study found that the learning goal orientation and the performance-prove goal orientation positively affect salespeople’s self-efficacy to sell new products, whereas a performance-avoid goal orientation negatively affects efficacy. In addition, new product selling self-efficacy itself has a positive influence on new product sales performance. As for the moderator, sales supportiveness and customer orientation have the ability to moderate the relationship between self-efficacy and performance.

This study has implications for sales managers or product managers who are responsible for promoting new products. First, this study’s findings suggest that managers should consider employing performance-prove goal-oriented staff and learning goal oriented staff to sell new products. Second, management can attempt to develop a more supportive climate for the sales team, such as assisting the team in obtaining needed resources from other departments. Finally, management needs to let salespeople know that they are doing their best to understand what new products existing and potential customers will need in the near future.

This current research is one of the first to examine how the perceived psychological climates of organizations (i.e. sales supportiveness, sales innovativeness and customer orientation) may moderate salespeople’s performance when selling new products. Second, this research examines how different types of goal orientation affect salespeople’s self-efficacy when selling new products. Previous results have not always been consistent regarding the influence of a performance-prove goal orientation. Last but not least, this study tests how new product selling self-efficacy mediates the relationships between goal orientations and new product sales performance as scholars have suggested that more research into the mediating role of self-efficacy is needed.

This paper aims to investigate how to improve new product performance in turbulent circumstances of emerging economies.

This paper used regression analysis to examine the performance impact of customer relationship management (CRM) and product development management (PDM) concentration strategy in new product development (NPD). A detailed contingent analysis of the market and institutional environments in emerging economies is also conducted based on a survey of 114 Chinese high-tech manufacturers.

The research findings show that PDM has a stronger positive effect on new product performance than CRM in emerging economies and that the contingent effects of the market and institutional environment vary. More specifically, technological turbulence and enforcement inefficiency can positively moderate the relationship between CRM and new product performance, whereas the moderating effect of market turbulence on CRM is negative. Meanwhile, enforcement inefficiency negatively moderates the effect of PDM on new product performance, while the moderating effect of market turbulence on PDM is positive.

This paper is limited to a survey of high-tech manufacturing enterprises in China. Further research should continues to explore and document the strategic issue about NPD in emerging economies by longitudinal study.

This paper contributed to theoretical and practical initiatives on the strategic issue of NPD and provided firms a further understanding of how to select the right NPD strategy in emerging economies to improve new product performance.

The purpose of this paper is to examine the joint influence of technological newness (TN) and market newness (MN) on the relationship between customer involvement (CI) and new product performance.

The authors employed hierarchical moderated regression analysis to test the hypothesized relationships using survey data collected from 214 Chinese manufacturing firms.

The authors found that the impact of CI on new product performance varies across the different configurations of TN and MN. Specifically, the performance effect of CI is most positive under low TN and high MN, while the performance effect is least positive under low TN and low MN.

This study enriches CI research by identifying different configurations of product innovativeness that augment or limit the value of CI.

The importance of new product development to the survival and success of firms is well supported in the literature; however, few studies have investigated new product development in small to medium‐sized enterprises (SMEs). This study aims to examine the impact of product launch, product advantage and market orientation on new product development performance and organisational performance in SMEs.

This model was tested using data collected from 48 small and large sized firms in Ireland. Findings from 33 small and 15 large firms were compared, and a correlation analysis was used to establish the relationships defined in the model for both small and large firms.

The study identified several significant differences between the impact of product launch, product advantage and market orientation on new product development and organisational performance in small and large firms. It also indicated several areas in which small firms can improve their new product and organisational performance.

This research builds on prior empirical research that has established a positive link between customer and competitor orientation and performance of small firms.

The managerial implications suggest that managers need to place a greater emphasis on product launch proficiency, new product characteristics and market orientation.

The results show that a market orientation, as well as having a direct impact on organisational performance, also affects new product development activities.