Toward an information processing model of ambidexterity and new product development: the curvilinear effect of team conflict

The most important roles of strategic management concern about the right “attention” and the right “execution.” Based on this idea, the research question of this study is “How to align the strategy of a company to new product development?” This paper will focus on the longitudinal deployment of strategy and try to provide a solid methodology of strategic alignment to penetrate the multiple management levels of a company. Based on Ansoff's gap analysis model of strategic management, roadmapping techniques of management of technology, Work Breakdown Structure of project management, a Strategic Alignment Model for New Product Development (SAM‐NPD) is proposed in this study. A Six‐Echelon model, including industry, market, product, technology, intellectual property and cost structure analyses, is also developed for guiding the implementation of the SAM‐NPD model. Finally, a longitudinal case study of the successful application of this methodology in Taiwan is illustrated. Keywords: strategic management; strategic alignment model for new product development; SAM‐NPD; six‐echelon model.

Purpose: The purpose of the article is to review NPD models and identify critical success factors for new product development in the chemical industry. Design/methodology/approach: The systematic review of the literature was applied in the paper and the AHP method was used to build a hierarchical model for determining the importance of CFSs. Findings: The paper characterizes the concepts of new product development and general models of new product development. Older (pre-2000) and newer generation studies were included among the models described. Data analysis of new product development studies in the chemical industry was carried out. Based on the literature analysis, key factors determining the success of a new product were selected, with a division into general and typical elements of the industry in question. Research limitations/implications: The prioritization of CFSs will allow in the next step the analytic hierarchy process of NPD models, on the basis of which it will be possible to determine which of the analyzed models is most suitable for chemical products. Practical implications: Most chemical products are designed using trial-and-error techniques based on experimentation, making NPD in the chemical industry more iterative. This often involves generating a huge number of chemical components, and this means that the search area can be very large. It is therefore reasonable to look for decision support tools to facilitate the selection of necessary components. The selection of chemical product ideas should be based not only on an analysis of what is possible to produce, but also on an analysis of what the market would like to buy. The specifics of chemical products and changes related to 21st century trends are forcing the determination of appropriate CFSs for the chemical industry. Originality/value: The chemical industry is one of the world’s key industries, whose products are used in almost every area of life. Despite this high relevance, there has been no attempt to date to systematize the issues of developing new product lines or portfolios in this industry. Keywords: new product development model (NPD), critical success factors (CFSs), analytic hierarchy process (AHP), prioritization, chemical industry. Category of the paper: research paper, general review.

Due to the strong demand for organic light-emitting diode (OLED) display products and the highly competitive global market, OLED enterprises need to proactively make product innovations for presuming business competitive advantage, high sales, high profits, high customer consuming value, and the sustainability of the enterprise. A suitable multi-criteria decision-making (MCDM) model for OLED new product development (NPD) can help OLED enterprises’ R&D team to minimize risks and maximize the success rate of NPD. However, the literature reviews of the MCDM model for OLED NPD are very rare. This study aims to propose the approaches for establishing an integrated MCDM model for OLED NPD that apply three methodologies which include the literature review and expert panel, Interpretive structural modeling (ISM), and Fuzzy analytic network process (FANP). Meanwhile, after the implication of the proposed approaches in the case study of Taiwan OLED NPD, this study proposes an integrated MCDM model for OLED NPD in Taiwan. The research results reveal fifteen evaluation criteria of OLED NPD and their relative weight. Furthermore, the research results reveal the top three important criteria are return on investment, expert research and industry evaluation, and R&D funding preparation. The proposed approaches can be applied in other industries for establishing an integrated MCDM model for their own NPD. The proposed integrated MCDM model for OLED NPD in Taiwan can help enterprises in the Taiwan OLED industry to develop new OLED products in an efficient way and to boost sales, profits, and competitive advantages. Besides, this study enriches the research references of MCDM model for NPD and OLED field.

This study aims to provide a model for new product development in business companies with a grounded theory approach and Fuzzy method. The present study was performed in the framework of a qualitative approach using the grounded theory method, and the required data were collected using in-depth interviews with experts. The study experts included university professors in marketing and senior executives in Beijing. The systematic method has three main stages such as open, axial, and selective coding. The obtained results demonstrate qualitative and technical improvement as the fundamental subject, brand and customer as the reason conditions, companies' marketing activities as the strategy, rules transparency and existing standards as the ruling context, managerial–promotional activities as the interfering factors, and new product and trust-building as the consequences in the paradigm model. Received: 24 May 2022 | Revised: 4 July 2022 | Accepted: 11 July 2022 Conflicts of Interest The authors declare that they have no conflicts of interest to this work.

This study would create a decision making model for new product development (NPD) in light-emitting diode (LED) plant lighting industry. At first literature reviews and expert interviews will be employed to list five perspectives and 19 criteria thereof. A fuzzy Delphi method (FDM) will be then used to screen factors for the criteria. An interpretive structural model (ISM) will be managed to get the relationships among the perspectives and among the criteria. A fuzzy analytic network process (FANP) will be finally manipulated to compute the weights of all criteria. Results of the study will provide an assessment model of NPD decision making for LED plant lighting industry.

Stage-gate model for new product development (NPD) and for any research and development (RD each stage is a set of research activities and gates are milestones at which decisions are made based on predetermined criteria. In this paper we developed a capital budgeting model for a typical 5-stage, 5-gate process to be used for appraising commercial viability of the NPD at Stage 2 which will serve as one of the decision making criterion at Gate 3. Because in an NPD project, completion costs (capital investments), completion times, and future cash flows are uncertain, we developed the Pert-Beta probability distribution to encounter for the randomness of these variables. Furthermore, we suggested the model can be applied to real case NPD projects with the Monte Carlo Simulation approach. We then verified the workability of the model by applying it to a notional NPD project and demonstrated that all decision variables reach steady state in the Monte Carlo Simulation calculations.

This research aims to propose a symbiosis model for new product development based on the open innovation concept. Particularly, a dynamical model of Lotka-Volterra approach is used to analyze the cooperative R&D relationship between the innovation intermediaries and R&D firms, the patent seekers, to share their patent portfolio or resources in the open innovation process. The study will develop a symbiosis model to assume the growth rate, growth limitation, and positive interaction effect of both R&D firms and innovation intermediaries, for best discussing the market situation in four different empirical cases. Simple numerical examples will also be adopted to demonstrate the utility of market research in this model and propose the strategic suggestion of different mutualism relationship between a R&D firm and an innovation intermediary.

PurposeWithin the Mondragón Valley – an industrial heartland in the Basque Country, in the North of Spain – there has been a growing need for a practical model of the new product development (NPD) process which fulfils a variety of needs, notably the integration of strategy and technology considerations.Design/methodology/approachThe paper is based on a review of the state of the art in the NPD field, focusing on the use and limitations of both established and newer models for guiding product development. This is combined with the experiences of managing real NPD projects for companies in the Mondragón Corporación Cooperativa over the past several years.FindingsThe paper presents the Ikerlan new product creation (NPC) model, designed primarily in response to area needs, which attempts to combine the most useful aspects of existing NPD models.Research limitations/implicationsIn the first instance, the model is created for use by companies in the Mondragón Valley – therefore it may not be possible to generalise findings, yet the paper may be instructive in showcasing the real industrial innovation needs of a European region. The model evolved from several notable works in the NPD community which may address these limitations in part.Practical implicationsThe model may be used as a basic guide for aspects including NPD outsourcing, idea generation and, ultimately, reducing time to market. This is specifically tailored to companies in the Mondragón Valley. However, depending on the operating context certain aspects may be transferable to other European areas.Originality/valueThe paper details the industrial context, introducing the Mondragón cooperative – the largest industrial cooperative in the world with over 100 companies in seven industrial sectors – the academic context, discussing state of the art in NPD processes and models, and concludes with short industrial cases which show the potential use of the developed model. As such, insight is presented into a European area with a tradition of innovation, together with some of the challenges it faces in the years ahead. A new NPD model, combining the most useful aspects of existing models may also be of use to certain members of the academic and industrial communities.

This paper conducts an empirical study of comparison of the innovation processes of several enterprises in the electric power automation equipment industry in China. The authors try to point out that the model of new product development (NPD) is a key indicator of the organizational capabilities of knowledge-intensive, innovation-driven firms. Findings show that three critical and indispensable factors of organizational capabilities are, in the case of Chinese firms, senior management long-term commitment, firm's managerial control and its incentive system, which can be measured through the model of NPD. So the model of NPD is a key variable linking organizational capabilities and innovation performance. Through comparing the innovation performance of the key enterprises in recent 20 years, the results suggest that the integrated NPD model is the most effective model for the enterprises in the electric power automation equipment system industry in China.

This paper reports on the culmination of a four year study of high technology product innovation. During the course of this research, we examined over 330 new products in the electronics industry in order to better understand the factors that differentiated successful from unsuccessful product development efforts. This paper presents the conclusions from the final phase of the research. In this study we empirically test a model of product development that incorporates our findings from the earlier exploratory survey and case study phases of our research. The model identifies the critical organizational subunits, development activities and communication channels that influence product outcome, as well as, external factors such as characteristics of the product and the competitive environment. Our findings suggest the following key factors affect product outcome: (1) the quality of the R&D organization, (2) the technical performance of the product, (3) the product's value to the customer, (4) the synergy of the new product with the firm's existing competences, and (5) management support during the product development and introduction processes. Also important but less significant were the (6) competence of the marketing and manufacturing organizations and market factors, such as the (7) competitiveness and the (8) size and rate of growth of the target market.

This paper reports on the culmination of a four year study of high technology product innovation. During the course of this research, we examined over 330 new products in the electronics industry i...

Hypotheses derived from a resource-based model of new product development were used to predict five-year later commercial success in the form of profitability and speed to market for a sample of 117 new products from four firms in different industries. The results found marketing capabilities to be the best predictor of profitability, and that technical capabilities and leadership capabilities were also significant predictors. Leadership capabilities were the only significant predictor of which products made it to market, and of speed to market. Implications for models of new product development and for its effective management are discussed.

Motivation: The motivation for the overview presented in this article is to provide a starting point for considering whether existing new product development methodology and its level of detail allows product teams to develop high-quality and business-effective product concepts. Aim: The aim of this article is recognise the current state of research into new product development methodology and to present the strategies and models for New Product Development (NPD). Materials and methods: The systematic review of the literature was applied in the article. Results: The first section outlines the main strategies for new product development and how they are divided by methodological stance, degree of planning, search pattern, focus and response. The second part discusses the known models of new product development including: the craft model and the 5 generations based on the innovation models described by Rothwell and the stages of the manufacturing process defined in the literature. Part four looks at new trends in new product development, including: Open Innovation, Rapid Product Development (RPD), Agile New Product Development (ANPD), Sustainable New Product development (SNPD), the Design Thinking method and the new technologies of Industry 4.0.

We develop a model of new product development which may inform decision‐making on innovation and knowledge management in this paper. The new model combines extant theoretical framework and actual practice from a leading Food and Beverage chain in Hong Kong to illustrate how evidence‐based management (EBM) can be practiced in new product development. Some salient features of the model include generating new ideas constantly, improving success rate of new ideas, and ensuring collaboration among internal functions. This paper showcases EBM by synthesizing theoretical knowledge and practical wisdom and bringing together academics and practitioners to better understand a new product development model that can be generalized to other companies and industries. Copyright © 2010 John Wiley & Sons, Ltd.

Dynamic capabilities and new product development in high technology ventures: An empirical analysis of new biotechnology firms