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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 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.

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.

The purpose of this paper is to investigate the impact of native Chinese R&D team directors’ differential leadership on team performance, so as to understand whether and how the directors’ differential leadership impacts team conflict, whether and how team conflict impacts new product development performance of the R&D team and whether team conflict plays full mediation on the relationship between directors’ differential leadership and new product development performance.

A literature review on differential leadership and team conflict provided the model and hypothesis. Two-wave data collected from 103 directors and 344 subordinates from 103 R&D teams of high-tech enterprises from China’s Pearl River Delta Area were used as empirical study samples. Hierarchical multiple regression analysis was conducted to test the model and hypothesis.

First, the team director’s differential leadership would cause significant team relationship conflict and team task conflict in the R&D team. Second, team relationship conflict and team task conflict would produce significantly bad new product development performance in the R&D team. Third, team relationship conflict would significantly mediate the relationship between the team director’s differential leadership and the team’s new product development performance.

To yield broader conclusions and to show to that the results can be replicated in other areas or in other types of organizations, further empirical research should expand the sampling by choosing high-tech enterprises from Beijing and Shanghai that have strong innovative abilities. Moreover, to extend the differential leadership theory, few more related variables of consequences, such as team communication, team cooperation and team knowledge share, should be included in future studies.

In general, the native Chinese R&D department director needs to try their best to avoid the use of differential leadership style. In addition, reasonable incentive measures, promotion mechanisms and fair team work culture are needed so as to reduce the negative impact from the director’s differential leadership.

The paper is original in its investigation on how Chinese indigenous organizational factor – differential leadership – influences the R&D team’s conflict and new product development performance, and provides theoretical contribution and managerial implications for the R&D team management.

While the beneficial impact of supply chain integration (SCI) and modular product design are generally acknowledged, few empirical studies have examined how an organization can achieve better performance through SCI with modular product design. The purpose of this paper is to examine the relationship between SCI and modular product design, as well as their impact on product performance.

By surveying 251 manufacturers in Hong Kong, structural equation modelling is used to test the research constructs and the hypothesized model.

The results confirm that information sharing, product co‐development and organizational coordination are crucial organizational processes within SCI. Companies that have high levels of product modularity appear to be good at product co‐development and organizational coordination directly and at information sharing indirectly. Furthermore, companies that have high levels of product co‐development or product modularity appear to have better product performance.

This paper theoretically and empirically identifies three specific organizational processes within SCI (information sharing, product co‐development and organizational coordination), which affect modular product design and product performance. These more specific findings were previously absent from the literature. However, the study is limited to the cross‐sectional nature of a survey study, the operationalization of SCI and product modularity, and the nature of the product types.

This paper empirically examines the relationships between SCI and product modularity, which has seldom been attempted in previous research. It clearly identifies exactly which processes within SCI are directly and indirectly related to product modularity.

Green product development is a pivotal way to achieve environmental sustainability. The purpose of this paper is to theorize and empirically test how environmentally specific leadership enhances the green product development performance from the perspective of the HRM system. In this regard, the authors investigate the mediating role of the strength of the HRM system to change with regard to the relationship between environmentally specific leadership and green product development performance. For a substantial explanation of the boundary condition, the authors investigate the moderating role of the green HRM on the relationship between environmentally specific transformational leadership and the strength of the HRM system.

Based on climate strength theory, the authors use the three-wave survey data from 362 top or middle managers in the new energy industry of China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

Results confirm a positive effect of environmentally specific leadership and the strength of the HRM system on green product development performance. The authors also found the mediation effect of the strength of the HRM system and the moderation effect of green HRM are all significant.

This study integrates the perspectives of both content-focused HRM and process-focused HRM and demonstrates why leadership and the HRM system could jointly enhance green product development performance in Asia.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

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 resource-based view (RBV) emphasises the importance of resources for firm performance. However, recent research argues that the focus on firm performance should also be based on inside-out (IO) and outside-in (OI) capabilities. Specifically, we study the importance of resources on product development (an IO) and market driving (an OI) entrepreneurial marketing capabilities on entrepreneurial firm performance in an emerging market. The study further investigates the moderating effects of marketing agility on the relationship between resources and capabilities.

The study is based on survey data of a multi-industry sample of 102 entrepreneurial firms in Pakistan.

The results show that marketing agility moderates the relationship between resource-mix flexibility on product development and market driving capabilities, but it only positively moderates the relationship between resource-mix inimitability and product development capability. Marketing driving and product development capabilities play a role as parallel mediators between resources and firm performance.

The study lies at the intersection of marketing and entrepreneurship literature by (1) providing a nuanced understanding of marketing agility as a boundary spanning factor for IO and OI entrepreneurial marketing capabilities; (2) integrating the resource types and product development from IO and market-driving from OI capabilities perspectives; (3) identifying the effects of IO and OI on firm performance providing guidance for entrepreneurs seeking improved firm performance.

This paper aims to examine the impact of internal coordination capability on supplier involvement.

Hypothesized relationships are tested using confirmatory factor analysis and hierarchical linear regression models.

It was found that internal coordination capability and supplier involvement effort have a positive effect on collaborative product development (CPD) performance. In addition, internal coordination capability positively moderates the relationship between supplier involvement and CPD performance.

The study used targets or goals as the standard for measuring all scales in CPD performance. Although, this approach has several advantages and it is widely reported in the literature, it fails to account for the aggressiveness of the goals or targets as well as relative importance of the metrics.

Managers attempting to gain short‐term benefits through increased collaboration scope will risk negative CPD performance unless they are willing to invest significant effort in supplier involvement to reduce the transaction cost.

Unlike existing literature which focuses either on internal integration or external integration, this study focuses on their interaction. It provides empirical evidence that internal coordination capability has a direct and an indirect impact (as moderator) on CPD performance.