This study examines different roles of new product alliance partners in enhancing responsive market orientation (RMO) and proactive market orientation (PMO) of industrial manufacturing firms in the ...context of learning in business-to-business (B2B) relationships. A survey of 146 firms shows that horizontal new product alliances with competitors provide access to similar industrial knowledge and know-how and thus help improve a manufacturing firm's RMO through exploitative learning. Although vertical new product alliances with suppliers may grant access to similar domains of knowledge, the findings of this study do not provide any support for their effect on a manufacturing firm's RMO. In contrast, the study shows that vertical new product alliances with research institutions provide access to a broader knowledge base and greater know-how with higher levels of non-redundancy and thus help improve a PMO through explorative learning. In addition, the results suggest that both RMO and PMO developed in different types of new product alliances enable a manufacturing firm to improve its new product performance and eventually its overall performance.
This paper examines the effect of lighting conditions in the decision environment on new product adoption. Drawing on prior research, we propose that bright lighting evokes a desire to explore, which ...is echoed by the novel target for exploration offered by a new product. This match between desire to explore and target for exploration results in high curiosity toward the new product and leads to greater new product adoption. We provide robust evidence to support the positive effect of bright lighting on new product adoption across six studies and confirm the mediating role of new product curiosity. We identify the level of product novelty as a boundary condition of this effect. Specifically, the positive effect of bright lighting is realized when the product novelty is high, and it is attenuated or even reversed when the product novelty is low. These findings contribute to the literature on new product adoption and the effect of atmospherics on decision-making, offering readily applicable implications for marketing managers in designing retail atmospheres and promoting new products.
The current literature has investigated the direct relationship between collaborative innovation networks and new product performance, but the results are inconsistent. This research aims to explore ...the role of product and process innovation capabilities as two distinct mechanisms through which collaborative innovation networks improve new product performance. The study also examines the contingent effects of absorptive capacity on the relationship between collaborative innovation networks and the two innovation capability dimensions (i.e. product and process innovation). Survey data from 258 respondents from the Iranian high and medium technology manufacturing industries indicates the need for caution when developing collaborative innovation networks. We found that the effects of collaborative innovation networks on either product or process innovation capability are significant only in the presence of absorptive capacity. This finding suggests that the level of collaboration with different partners can enhance firms' innovation capabilities only if the focal firm's managers have developed the capacity to scan and acquire external knowledge. Our analyses further indicate that in the presence of absorptive capacity, only collaboration with research organizations and competitors have a positive effect on product innovation capability. In the case of process innovation capability, collaboration with research organizations and suppliers are the most important factors.
▶ A positive and linear relation between turbulent conditions (both market and technical) and team intuition was found. ▶ An inverted U-shaped team intuition–new product creativity relation for teams ...with high experience and low stress was found.
Although past research has reported the benefits of intuition in new product decision-making (i.e., higher quality product; enhanced customer satisfaction), intuition has largely been studied as an individual phenomenon and little work has examined the role of intuition on new product development (NPD) project teams. Furthermore, in a turbulent environment, NPD project teams may rely more on intuitive judgments, and other factors such as experience and stress may also influence the relationship between team intuition and team decision making. Drawing from the organizational design literature on creativity in decision making, this study builds a conceptual model of NPD team intuition and its effect on the team's ability to generate creative new products. We then derive hypotheses regarding team intuition, stress, environmental turbulence, and new product creativity, and test the hypotheses using data from a sample of 155 firms operating in Ankara and Istanbul, Turkey. We specifically test whether an inverted-U relationship exists between team intuition and new product creativity (that is, a balance of both intuitive and rational judgments is preferred), and whether this relationship is moderated by team experience and stress. Moreover, direct impact of turbulent conditions (i.e. market and technical turbulence) on intuition was also examined. The results of our empirical study with a sample of 310 new product/project developers and 155 project managers showed a positive and linear relation between turbulent conditions (both market and technical) and team intuition and an inverted U-shaped team intuition–new product creativity relation for teams with high experience and low stress. Finally, theoretical implications for future research and managerial implications for practitioners are discussed in the conclusion section.
•A new lexicon-based supervised learning method is proposed to filter consumer opinions from Twitter.•The lexicon delivers highly specific information on product Advantages or Disadvantages.•After ...the launch of two popular videogame consoles over 7 million Twitter messages were examined.•The method outperforms traditional Sentiment Analysis in the specificity and technical content of information retrieved.•The method delivers a smaller number of positive and negative words but of higher informativeness.
The paper contributes to the literature on sentiment analysis by introducing a new knowledge-based lexicon. The lexicon, based on fundamental research and systematic practice in Engineering Design, describes the Advantages or Drawbacks (Disadvantages) of products as an effect of the interaction between artifacts and users. The paper extracts data from Twitter that report consumer conversations after the launch of new products in the videogame industry. It compares the results of a traditional sentiment analysis with the results filtered using the lexicon. We observe a drop in the number of positive tweets but a sharp increase in the informativeness of consumers’ opinions. Comments filtered using the lexicon offer a much more useful basis for understanding customers and designing new products. The paper develops several areas of potential applicability of the methodology.
The Pandemic taught us that accelerated new‐product development is more important than ever, and provided examples of firms developing breakthrough products in record time. Five approaches to ...accelerated development are outlined here: The first two deal with adequately resourcing new‐product projects, namely the use of focused teams; and effective portfolio management to prioritize projects and reallocate resources. Newer digital tools are outlined that speed new‐products developments. Finally, two development methods are described that move development projects faster: Lean development and Agile development. Accelerated development also has hidden costs: undertaking less innovative projects and cutting too many corners. Although important, the topic is under‐researched, and the limited research has yielded inconclusive results about acceleration's expected benefits.
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.
Unexpected events and new information during a new product development (NPD) project may require responsiveness regarding development efforts and new decisions about the allocation of financial ...resources. Prior research mainly focused on major decisions about financial resource allocations at predefined milestones; this study zooms in on more frequent and smaller financial resource allocation decisions between formal reviews. This research is based on a case study of a large car company that manages NPD projects with long lead times and large budgets, which are often reviewed and adjusted because of new events that unfold during these projects. We identify an approach for within-project NPD cost compensation at these more frequent and smaller financial resource allocation decisions, which prioritizes the goal of keeping NPD costs in check by requiring teams to compensate NPD cost overruns elsewhere within their project. The study empirically investigates factors associated with the use of this approach, which are based on the need and the feasibility of finding cost compensation. This is particularly relevant for development projects with a high level of uncertainty, which require regular budgetary responsiveness.
Research on new product development (NPD) has grown considerably over the last 30 years interweaving with serval fields of study such as strategy, marketing, supply chain management, and project ...management. This article offers an overview of the development of the NPD management literature published over the last ten years (2008 to 2018) in 1226 peer-reviewed articles. By applying bibliometric analysis, we have discovered the existence of five research clusters focused on the following main thematic areas: the NPD process, the integration of diverse knowledge sources for NPD optimization, the relationship between NPD and corporate strategy, the role of users and consumers in the NPD process, and the supplier involvement in the NPD activities. In respect of each area, we selected and reviewed the most relevant contributions and presented the emerging theoretical approaches and best practices. Also, the analysis has helped us to uncover the existence of promising research areas that have been scarcely explored. As a result, we formulated some suggestions for further research to fill in the existing gaps.
Over the past few decades, the impact of customer integration on radical new product (RNP) innovation has been extensively investigated. To date, this important topic presents inconsistent empirical ...findings that must be converged. In this paper, our systematic literature review addresses these inconsistencies by taking a consolidated view of customer integration's effects on the development of RNPs. This extensive review of 153 empirical papers has two main objectives. First, we provide the primary reasons for inconsistent findings by scrutinizing the operationalizations of customer types (i.e., current customers, potential customers, ordinary users, or users with domain-specific skills) and RNPs (i.e., technological innovativeness, or both technological and market innovativeness) used in the studies, as well as the different perspectives on customer integration i.e., customer-based idea evaluation, participation in direct and indirect idea generation, research and development (R&D) partnerships with customers, having a customer orientation, and disseminating customer knowledge via R&D-marketing collaborations. Second, we present a synthesized view on factors in the sphere of the innovating company and the customer that influence customer integration's success along three phases of the radical innovation development process (i.e., discovery, incubation, and acceleration). Finally, we present avenues for future research and discuss managerial implications of our synthesized view.
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