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The purpose of this paper is to analyze the management process considering risks and performances in developing new products.
Abstract
Purpose
The purpose of this paper is to analyze the management process considering risks and performances in developing new products.
Design/methodology/approach
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.
Findings
The timing of risk management and performance measures is important to the impact level of performance.
Practical implications
This proposed framework could be used as a basis for systematic management of R&D investment projects.
Originality/value
The paper provides insights into the R&D committee's role in developing new products.
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Lenny H. Pattikawa, Ernst Verwaal and Harry R. Commandeur
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.
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
This study helps new product project managers in understanding and managing the performance of new product development projects.
Originality/value
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.
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Arch G. Woodside, Günter Specht, Hans Mühlbacher and Clas Wahlbin
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…
Abstract
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.
Raji Srinivasan and Gary L. Lilien
The products of some firms emerge neither from new technology developments nor from attempting to address articulated consumers’ needs, but from a company-internal design-driven…
Abstract
Purpose
The products of some firms emerge neither from new technology developments nor from attempting to address articulated consumers’ needs, but from a company-internal design-driven approach. To explore this design-driven approach, we propose a construct, design orientation, as a firm’s ability to integrate functionality, aesthetics, and meaning in its new products. We hypothesize relationships between a firm’s design orientation, customer orientation, technological orientation, and willingness to cannibalize on its new product performance.
Methodology/approach
We use data from surveys of senior marketing executives entrusted with design in 252 US firms, we validate the construct of design orientation and establish its distinctiveness from related constructs of creativity, technological orientation, and customer orientation. Using a structural equation modeling approach, we test the hypotheses and find support for them.
Findings
Individually, design orientation, technological orientation, and customer orientation improve new product performance. In addition, customer orientation decreases the positive effect of design orientation while willingness to cannibalize increases the positive effect of design orientation on new product performance.
Implications for theory and/or practice
More than two-thirds of respondents (69%) perceive that their firm can improve its new product performance by increasing its design orientation, an overlooked organizational capability.
Originality/value
Although practitioners have acknowledged the importance of design as a strategic marketing issue, there is little in the literature on how firms can benefit from building capabilities in the design domain, the issue we focus on in this research.
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Erik Jan Hultink, Kwaku Atuahene‐Gima and Iris Lebbink
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…
Abstract
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.
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Charles R. Duke and Andrew S. Mount
Claims that, as an addition to the product manager’s set of tools, performance‐importance analysis can provide insight into customer perceptions. Managers can use a combination of…
Abstract
Claims that, as an addition to the product manager’s set of tools, performance‐importance analysis can provide insight into customer perceptions. Managers can use a combination of performance perceptions along with importance ratings to understand the relative success of product features. Plots importances for product features of an analytical instrument against the product’s pre‐introduction expectations and post‐product‐test satisfactions. Considers product design issues as well as positioning strategy. Changes in evaluations (“expectations” to “satisfactions”) as well as competitive positioning demonstrated the flexibility of the method.
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Matthew Jenkins, Timothy Munyon and Marc Scott
Endeavoring to expand their global market presence, firms often launch products into emerging markets where managers face the daunting task of deploying products by managing…
Abstract
Purpose
Endeavoring to expand their global market presence, firms often launch products into emerging markets where managers face the daunting task of deploying products by managing available, and often limited, supply chain resources. Yet, literature has not empirically examined managerial resource orchestration in this context. Accordingly, by embedding resource orchestration theory (ROT) into the emerging market context, the authors offer middle-range theorizing on supply chain resource orchestration (SCRO) and empirically test how acquiring, bundling and leveraging activities impact new product launch performance.
Design/methodology/approach
The authors test the model by analyzing empirical data from 175 individual product launches into emerging markets using a survey methodology.
Findings
The authors’ results suggest that SCRO holds the promise of being a viable middle-range theory in the supply chain field, especially where managers face limited resources and must “work with what they have to do what they can.”
Research limitations/implications
The authors’ study also has some limitations. First, because a panel data service company was used to collect the data, the authors were not provided with any information regarding the respondents' company names or other identifying data. Second, because the authors did not directly interact with the respondents nor were the authors able to contact multiple individuals from their respective organizations, the study was limited to a single-respondent design. However, to counter issues associated with single-response bias, the central constructs in the study referenced phenomena related to a specific product launch project as opposed to constructs at the firm or inter-firm relational level.
Practical implications
The authors’ results reveal that SCRO activities can enhance the performance of new product launches, even in resource-starved emerging market contexts.
Originality/value
The results validate measures for several of the SCRO processes (i.e. supply chain resource acquisition, supply chain resource bundling and supply chain leveraging) and provide evidence that supply chain resource bundling and supply chain leveraging mediate the relationship between supply chain resource acquisition and product launch performance. Further, soft logistics infrastructure is found to be an important boundary condition for these relationships.
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Anna-Maija Nisula, Mika Vanhala, Henri Hussinki and Aino Kianto
Successful firms are important sources of productivity, employment and economic stability in societies. As the micro-level origins of firm innovations are increasingly attracting…
Abstract
Purpose
Successful firms are important sources of productivity, employment and economic stability in societies. As the micro-level origins of firm innovations are increasingly attracting attention amongst innovation scholars, the purpose of this study is to investigate the role of managerial innovativeness, i.e. small firm managers' innovative behaviour for firm performance. Specifically, the present study investigates managerial innovativeness as a predictor of small firms' product innovativeness and market performance.
Design/methodology/approach
This research model suggests that managerial innovativeness is positively linked to firms' market performance and that product innovativeness partially mediates the relationship between managerial innovativeness and market performance. The model was tested using partial least squares structural equation modelling (PLS-SEM) with a dataset (N = 93) collected from small logistics firms in South-Eastern Finland.
Findings
The findings support the authors' hypotheses and show that managerial innovativeness had a direct effect on firms' product innovativeness and market performance. The authors also found that firms' product innovativeness mediated the relationship between managerial innovativeness and firms' market performance.
Originality/value
This is one of the few studies that shed light on and show that managerial innovativeness is significantly and positively related with small firms' product innovativeness and market performance, whereas earlier research tended to focus on managers' personalities, traits, characteristics or managerial actions, leaving managerial innovativeness unexplored.
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Kamal Hossain, Ahmad Sufian Che Abdullah, Mohd Abd Wahab Fatoni Mohd Balwi, Asmuliadi Lubis, Noor Azlinna Azizan, Mohammad Nurul Alam and Azni Zarina Taha
This study aims to examine the effect of entrepreneurial orientation (EO) on the export performance of apparel small- and medium-sized enterprises (SMEs) and the role of multiple…
Abstract
Purpose
This study aims to examine the effect of entrepreneurial orientation (EO) on the export performance of apparel small- and medium-sized enterprises (SMEs) and the role of multiple differentiation strategy as a mediation effect between their relationships. It has also investigated the moderation impact of export market category between EO and performance relationship. The multiple differentiation strategy comprises the product (PDD), customer (CTD), service (SVD) and brand (BDD) differentiations.
Design/methodology/approach
A cross-sectional survey was carried out by providing a questionnaire to senior managers and owners of the apparel SMEs from the developed and developing markets exporters. The primary data of 550 was treated by the partial least squares-structural equation modelling) technique for final analysis.
Findings
The study revealed EO’s positive and significant effect on SMEs’ export performance. The study has found the mediation effect of product, customer and brand differentiation strategies between EO and export performance relationships from the mediation analysis. In contrast, service differentiation has found no mediation effect. However, the moderation effect (export market category) has revealed an insignificant effect between EO and performance association.
Research limitations/implications
The findings of this study are based on one country data analysis. This study has been conducted in the SMEs of the apparel industry in Bangladesh, considering only owners and senior-level managers of the firms.
Originality/value
This research has drawn the attention of managers/owners to EO and multiple differentiation strategies enhancing export performance from the developing country context, such as Bangladesh. Multiple differentiation as a competitive strategy is the pioneer application of mediating effect between EO and export performance relationships. Moreover, this research has investigated the effect of the export market category as a moderator. Dearth research has applied the export market category to investigate the moderation effect between EO-performance models. Therefore, current research has theoretical and practical contributions to the international entrepreneurship and strategic management literature.
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Yu Wang, Tao Jia and Jinliang Chen
The purpose of this paper is to investigate the performance impact of supplier involvement, based on the knowing processes and contingencies of knowledge-based view. Ambidextrous…
Abstract
Purpose
The purpose of this paper is to investigate the performance impact of supplier involvement, based on the knowing processes and contingencies of knowledge-based view. Ambidextrous innovations (i.e. exploitative innovation and exploratory innovation) are taken as intermediary processes. Furthermore, product smartness is considered to clarify boundary conditions.
Design/methodology/approach
The ordinary least squares regression was conducted, based on the two-source data collected from 125 high-tech firms in China.
Findings
Ambidextrous innovations positively mediate the relationship between supplier involvement and financial performance. Product smartness weakens the indirect impact via exploratory innovation but not exploitative innovation.
Originality/value
This study reveals the knowledge application and recombination mechanisms of ambidextrous innovations to mediate between supplier involvement and financial performance. It also highlights digital encapsulation function of product smartness as a contingent factor.
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