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This study aims to probe into the influence of new product design and new product development process management on development performance. The research finding demonstrates that product design reveals positive and significant influence on new product development performance. Through statistical analysis, this study finds that companies in Taiwan value new product design. When companies value it more, they tend to have better new product development performance. With regard to the relation between new product development process management and new product development performance, the empirical results demonstrate that companies would pay more attention on new product development process management. With regard to new product idea and assessment, concept design and development, product function test and mass production in the market, through statistical analysis, this study finds that companies that value process management of new product development tend to have better new product development performance. As to the influence of new product design and new product process management on new product development performance, statistical analysis result demonstrates that the integration between new product design valued by companies in Taiwan and development process management would lead to significantly positive influence on new product development performance of the companies.

Ambidexterity’s effects on exploration and exploitation have been widely studied in the innovation literature. However, to date, no studies have determined how combining or balancing the two strategic marketing foci may improve new product performance outcomes. This is an important issue in emerging markets, which have considerable potential to introduce new products, given the rising affordability and intense competition between Western and local firms. These challenges compel managers to offer new products and solutions in these markets. However, firms may adopt different strategic marketing foci for new product development. Using Pakistan as an emerging-market context, this paper aims to provide novel insights into how managers can choose the right balance of a customer-driving versus customer-driven strategy to optimise new-product performance.

A multi-industry approach surveyed senior strategy managers (N = 106) of Pakistani businesses.

Using polynomial regression and surface test analyses, the findings showed that balancing the two strategies influenced new-product performance more than either strategy alone. Surprisingly, the imbalance of greater customer-driving over customer-driven strategy or vice versa did not improve new-product performance. Moreover, new-product performance was greater when the level of balance was higher compared to when it was lower.

Grounded in behavioural and strategic adaptation theory, this study extends ambidexterity’s theoretical foundations in marketing by empirically determining the optimal balance of an orientation and performance implication model. The findings can assist emerging market managers in choosing the right balance and combination of the two strategies for better performance of new products.

This paper aims to extend previous studies on new product development (NPD) performance by identifying the product advantage, new product performance and organisational performance indicators that are considered by small and medium-sized firms (SMEs) to be most relevant to their performance.

A quantitative research approach was adopted, using a cross-sectional survey of a sample of 137 firms representing the industry sectors active within the Irish economy. The research instrument was based on existing recognised research measures.

The results suggest that: large firms consider that their products derive advantage through product quality and cost, while SMEs are more concerned with satisfying customer needs; larger firms concentrate on market measures in measuring new product performance, while SMEs focus on customer acceptance measures; and in measuring organisational performance larger firms focus on market share and profitability, while SMEs concentrate on profitability and sales growth.

This study identifies the aspects of product advantage, new product performance and organisational performance on which firms concentrate, thereby increasing our ability to redirect their focus from what they consider to be important, to what will have an impact on their firm's performance.

This study identifies the aspects of product advantage, new product performance and organisational performance on which firms concentrate, thereby increasing our ability to redirect their focus from what they consider to be important, to what will have an impact on their firm's performance.

In the presence of a low rate of investment in research and development in the fish industry, the Moroccan government launched in 2009 a new fisheries program which directs fish processing companies towards a non-price competitiveness strategy. These companies are driving to establish a modernized value chain that supports product innovation in its performance generation. This study therefore aims at measuring the impact of this value chain on the performance of a new product taking into account the early stages of development, namely prototyping.

First, the authors tried to collect the data in a dichotomous qualitative form for the structure of the innovation process which reflects the measure of elapsed time for each stage of the innovation process in the two cases, namely, sequentiality and parallelism of the steps. The authors then addressed a second time to the quality managers to provide them with quantitative data. Nevertheless, the evaluation of the improvement of the innovative product had remained qualitative.

The study shows that there is a positive and significant relationship between the partially parallel structure and the internal improvement objectives of the new prototype.

The main limitation of this study was the very small sample of firms operating in innovation, which did not allow us to apply a parametric analysis such as logistic or linear regression according to a normal law on a sufficient number of observations according to the transversal approach. As theoretical implications of this study, Davila et al. (2006) argue that to succeed in a product development process, it must be possible to measure the resulting performance. Assessing performance in the product development process is particularly important for managers and decision makers to address key management issues such as “what we do”, “what we have learned” and “what should we do in the future” (Tatikonda, 2007).

The empirical implications of this study have shown that accelerating the execution of innovation activity is enormously favored to increase the performance of the innovative product over the medium term. This will enable the company to be efficient in terms of market entry time with good quality and as soon as possible mainly in the early stages of development of the new product.

Compared with previous studies, the originality of this study is to answer two inadequacies in the theory of performance of the new product, namely, the objective/quantitative nature of the practice measured in the innovation process and the use of a holistic approach based on the performance indicators of the innovative product at each stage of the innovation process.

Learning orientation is critical in new product development. However, research has disregarded how learning orientation operates via the potential mediator to influence new product performance. The purpose of this study is to examine the mediating role of ambidextrous capability in the relationship between learning orientation and new product performance.

The empirical study uses a questionnaire approach designed to collect data for testing research hypotheses. This study tests the hypotheses using structural equation model in a sample of 336 firms in Taiwan.

The findings indicate that learning orientation relates positively to ambidextrous capability and new product performance. Ambidextrous capability, in turn, relates positively to new product performance. The results also support the argument that ambidextrous capability plays a mediating role in learning orientation and new product performance.

The value of this study is to identify ambidextrous capability as the potential mediator in the relationship between learning orientation and new product performance. The results enrich the understanding of learning orientation in new product project teams and suggest important implications for new product development and future research.

The purpose of this paper is to explore the determinants of new product performance in small firms; specifically, the impact of customer orientation, competitor orientation, interfunctional co‐ordination, product launch proficiency and product advantage.

Based on previous studies a model was developed addressing determinants of new product and organisational performance (customer orientation, competitor orientation, interfunctional co‐ordination, product advantage, and product launch proficiency). These relationships were explored using data collected from 26 small firms in Ireland.

The results indicate that competitor orientation and product launch proficiency are strongly linked to new product performance and organisational performance in small firms. Additionally, they illustrate a lack of significant relationships between performance and customer orientation, interfunctional coordination and product advantage, thus suggesting that the existing large firm models explored may not be fully applicable to small firms.

Small firms need to ensure that they know their competitors, as competitor orientation is linked with both new product performance and organisational performance.

While the importance of market orientation and new product development to the survival and success of firms is well supported in the literature, the study demonstrates clearly that the measures used, and relationships found, in large firms do not all apply in small firms.

Contributes to the growing body of information on the determinants of performance in new products. Examines a sample of “typical” new products (instead of the more usual comparison of successes and failures) and identifies the factors that are crucial for producing outstanding performance in the financial services sector. Shows that marketing factors (i.e. effective distribution and effective communications) are the keys to new service success. In addition demonstrates the importance of the quality of the service offered and the quality of the tangible evidence of the service as a basis of outstanding performance. These key determinants of performance need to be built on the skills of the frontline staff and the push they give to the new product. Reiterates the importance of synergy when developing new products. Product advantage is not the key success factor, contrary to previous findings in other sectors. Attributes this to the nature of the sector studied (financial services) where sustainable competitive product advantage is rarely achieved. Makes a comparison between success factors for consumer services and industrial products/services.

The ability of production organizations to respond quickly to changes in the market with new products requires flexibility. The relationship between manufacturing flexibility and the performance of organizations in new product development is not well characterized. The purpose of this paper is to develop and test a flexibility model focused on new product performance in manufacturing organizations empirically in one industrial sector.

Hypothesized relationships between manufacturing flexibility, new product type, and new product performance are empirically tested using survey data from 273 companies, representing a range of US electronic manufacturers.

Factor and cluster analysis identifies eight distinct flexibility dimensions and a hierarchy among these dimensions. The relationships between the identified flexibility dimensions and new product performance, as tested through correlation analyses, are found to be dependent on the type of new product development.

Overall, this study highlights the complexity of the relationship between manufacturing flexibility and new product performance. This study is conducted in a specific sector, so the results cannot be generalized. More complex mathematical models, requiring a larger data set, would be helpful in further separating out direct and indirect effects of variables, such as new product type, on the relationship between flexibility and performance.

With multiple dimensions of flexibility, organizational leaders must choose the dimension(s) that is/are most appropriate to develop. This study helps provide insight into which dimensions of flexibility a particular plant should focus on, given a particular type of new product.

The study has made a significant contribution by identifying the dimensions of flexibility related to new product performance and in proposing a hierarchical structure for these dimensions. This study has also made a contribution by providing empirical support for the role of new product type as a moderator in the flexibility/performance relationship.

Identifies and compares characteristics of firms in the telecommunications industry who have high new product performance. Performance comprises two dimensions: impact of new products on the company and goal performance. Explore profiles of high performance firms with regard to how they organize for new product development (NPD), the activities undertaken in the NPD process, and their choice of new product strategies. The results show that the NPD structures, processes and strategies of high performance firms vary by the measure of performance.

To ensure diffusion of new products among buyers’ firms need to ensure their acceptance by the salesforce. Few studies have, however, examined the satisfaction and performance of the salesforce in new product selling. This article reports the results of an empirical study of the effect of salesperson’s effort in new product selling on satisfaction and performance, and the potential moderators of the linkages. The results suggest that effort leads to greater satisfaction and performance. However, the strength of the relationship with respect to satisfaction is decreased by perceived self advantage in selling the new product and salesperson’s experience, but enhanced by customer role ambiguity and competitive intensity. With respect to performance, the findings indicate that the positive effects of effort are buffered by intensity of market competition and salesperson’s experience.