ORGANIZATIONAL INNOVATION, DESIGN AND NPD PERFORMANCE: THE ROLE OF CO-CREATION STRATEGY

Abstract

Within firms, procedures would be the site of a big pool of business assets that always take into account the preponderance of the firm’s physical and human capital. In enterprises, innovation, marketing, and product design should be closely coordinated. Most research has demonstrated that an effective connection among innovation R&D, marketing activities, and design pushes products into the marketplace and guarantees their success. However, empirical studies of the Co-creations among innovation, marketing, and design strategies in new product development (NPD) performance are rare. This gives an effective empirical contribution towards the emerging body of students developing the co-creation paradigm, mainly indicated by conceptual advances in strategic management logic. The overall aim of the paper is to unravel the nature of strategy processes of co-creation in innovation. In this study, enterprises from the Taiwan Bicycle Exporter’s Association (TBEA) database were chosen randomly as subjects. In the first survey, the status of the marketing strategy, innovation strategy, and design strategy was determined. After a new product was marketed for one year, a second survey was conducted as an NPD performance check. After repeated contact, 188 enterprises (23.5%) responded. Major findings of the study are as follows. (1) The structural equation model (SEM) results demonstrate a great fit between your theoretical model and observed data for innovation, marketing, and design methods. (2) The NPD performance is affected by an enterprise’s innovation, marketing, and design methods. Furthermore, innovation and marketing methods also influence NPD performance through design strategy. For NPD performance, design technique is both a completely independent variable as well as an intervening variable. (3) The NPD performance could be strengthened when businesses struggle for innovation, marketing, and design methods. Controlling the co-creation process is really a complex endeavor. The research findings claim that managers of co-produced service improvements develop an interactive procedure for inducing and imagining innovative actions of the network stars.