Small firm‐large firm experiences in managing NPD projects

Abstract

PurposeThe purpose of this research paper is to present a modified framework for the waves of change of new product development of McGrath.Design/methodology/approachA qualitative study of new product development (NPD) in four electronic firms (two small indigenous/two large multinational) was conducted. In‐depth interviews were held with employees, including the founding entrepreneur in each of the small firms.FindingsAnalysis of strategic, organisational and development factors shows that firms face different challenges during their NPD process – some related to size. Also, as firms grow, NPD learning may be lost.Research limitations/implicationsThe research findings are stated as a result of four cases studies – two in large firms and two in small firms. Further research will establish the generalisability of these findings.Practical implicationsThe electronics industry is renowned for its aggressive competitive environment where successful entrepreneurs continuously innovate product and process development. The framework presented will be of use to entrepreneurs who focus on NPD.Originality/vlaueA modified version of McGrath's framework, showing separate categories for small and large firms, is presented. These modifications recognise that there are differences between NPD in small and NPD in large firms.