Fuzzy Front End Of New Product Development Research Articles

From invention to innovation: the role of knowledge-intensive business services in technology commercialisation

ABSTRACT Firms often fail to shift from laboratory research to product development, and this failure is known as the Valley of Death. Although previous research has found solutions to the problem, the critical role of knowledge-intensive business services (KIBS) in the technology commercialisation and new product development (NPD) of manufacturing firms is often neglected. On the basis of the role theory of product innovation, this study aims to establish a new and comprehensive framework to investigate the role of KIBS in NPD in manufacturing. We identify the critical roles of KIBS as mentor and director, coordinator, strategic leader and gatekeeper, sponsor, and product champion in crossing the fuzzy front end of NPD. We find that manufacturers are likely prone to transform their inventions to innovations and finally benefit from their invented products through KIBS innovative capacity and availability.

Supplier involvement in the fuzzy front end of new product development: An investigation of homophily, benevolence and market turbulence

The fuzzy front end (FFE) of new product development (NPD), i.e. the phase preceding the formal product development, is characterized by ill-defined processes, ad-hoc decisions, equivocality and uncertainty. While involving suppliers in this early stage is crucial, limited insight exists on how to best accomplish this objective. We address this issue in the present research by focusing on two important characteristics of the buyer-supplier relationship: homophily and benevolence. Grounding our arguments in social exchange theory (SET), both dimensions are expected to be associated with a greater degree of supplier involvement. In addition, taking a contingency perspective, arguments are developed for the moderating role of market turbulence. These contentions are tested with project-level NPD data. The data provide support for the association of homophily with supplier involvement in the FFE, highlighting the relevance to consider “softer” supplier selection criteria for NPD success. While the link between benevolence and supplier involvement in the FFE was not supported, both moderation hypotheses were, providing insight into the dynamics underlying supplier involvement in the FFE of NPD. Overall, we advance theory by examining antecedents and contingencies that can foster supplier involvement in the FFE, an area left largely uninvestigated to date, and provide practical guidance for supply chain managers on how the involvement of suppliers in the FFE phase can be enhanced.

Product development in higher education marketing

Purpose – During the last 20 years or so the changing environment in which universities operate has meant that commensurately more emphasis has been placed on marketing principles. In light of this emphasis, it is perhaps a little surprising that relatively little attention has been directed towards the processes by which universities develop their products, and the extent to which module and programme development processes are market informed and customer oriented. The paper aims to discuss these issues. Design/methodology/approach – This paper adopts a case study methodology to examine early stage new product development (NPD) processes in UK higher education (HE) institutions. Findings – The findings reveal some potential shortcomings in the early stages or fuzzy front end of NPD in universities. In particular, there appears to be a lack of staff incentives, financial or otherwise, to innovate and introduce new ideas relating to module and programme development. Research limitations/implications – The issue of sample bias needs to be factored into however, given that these six institutions proactively engaged with this process possibly indicating a recognition or impetus on their part to learn how new programme development could be better understood. That the vast majority of the sample were teaching dominant institutions is also an interesting consideration as this will have an impact on the imperative to improve new programme development processes in an increasingly competitive HE environment. Practical implications – The paper discussed some of the implications for the corporate governance structures of universities and also emphasized the need for cultural change. In this respect, one of the biggest challenges facing universities is to break down or erode the barriers, which exist between academic and non-academic staff and create a “level playing field”. Originality/value – As the authors enter an era of higher student fees, the question of value for money combined with an associated increase in the expectations of university stakeholders, will have potentially quite marked implications for universities. Accordingly, the future viability of some degree programmes and, perhaps, even the long-term survival of some institutions may be dependent on the adoption of the sort of changes identified in this paper.

Choice of consumer research methods in the front end of new product development

This study investigates the choice of consumer research methods in the fuzzy front end (FFE) of the new product development (NPD) process. First, it delivers an up-to-date overview of currently available consumer research methods for use in the FFE of NPD. Second, using an online questionnaire, we obtain insights into the use of these consumer research methods by B-to-C companies based in the Netherlands (N = 88, including many major multinational companies). Third, these companies provided the major reasons for choosing these methods, and specified the types of consumer information that they aim to gather using these methods. Finally, we investigate the influence of company size, type of products developed (durable/non-durable) and product newness on the use of these methods. Based on these findings, we build a contingency framework that helps companies to improve their choice of consumer research methods in the FFE, where consumer insights are most important for new product success.

The Fuzzy Front End of New Product Development for Discontinuous Innovations: A Theoretical Model

The fuzzy front end of the new product development (NPD) process, the time and activity prior to an organization's first screen of a new product idea, is the root of success for firms involved with discontinuous new product innovation. Yet understanding the fuzzy front‐end process has been a challenge for academics and organizations alike. While approaches to handling the fuzzy front end have been suggested in the literature, these tend to be relevant largely for incremental new product situations where organizations are aware of and are involved in the NPD process from the project's beginning. For incremental new products, structured problems or opportunities typically are laid out at the organizational level and are directed to individuals for information gathering. In the case of discontinuous innovations, however, we propose that the process works in the opposite direction—that is, that the timing and likelihood of organizational‐level involvement is more likely to be at the discretion of individuals. Such individuals perform a boundary‐spanning function by identifying and by understanding emerging patterns in the environment, with little or no direction from the organization. Often, these same individuals also act as gatekeepers by deciding on the value to the organization of externally derived information, as well as whether such information will be shared. Consequently for discontinuous innovations, information search and related problems/opportunities are unstructured and are at the individual level during the fuzzy front end. As such, the direction of initial decisions about new environmental information tends to be inward, toward the corporate decision‐making level, rather than the other way around.In order to cope with the special and complex nature of decisions made at the fuzzy front end of NPD for discontinuous innovations, this process is detailed as a series of decisions occurring over three proposed interfaces: boundary, gatekeeping, and project. The difference between each interface lies in the nature of the decisions made: At the boundary and gatekeeping interfaces, the primary impetus is individual‐level decision‐making; at the project interface, decisions occur at the organizational level. By articulating these processes in the form of a model, we achieve two objectives: (1) We outline a more detailed and comprehensive approach to understanding the nature of the front‐end decision making process for discontinuous innovations; and (2) we detail specific propositions for future research on each stage of the process.

ADOPTION RATES AND PATTERNS OF BEST PRACTICES IN NEW PRODUCT DEVELOPMENT

Firms are experimenting with numerous different best practices in order to improve the timeliness and effectiveness of their new product development (NPD) process. This paper examines how widely adopted certain best practices are, and if the adoptions show any pattern in terms of being simultaneously adopted within organisations. We developed an inventory of best practices related to NPD, and an empirical survey was administered to 39 companies. Our results indicate that best practices associated with enhancing the human resources involved in NPD, and improving the fuzzy front end of NPD appear to be getting little attention to date, despite a strong call for such attention in the management literature. Best practices associated with the strategic implementation of NPD (project selection, goals, technological leadership, product strategy, and customer involvement) are on average all more widely adopted than best practices associated with controlling the execution of NPD (process control, metrics, documentation, change control).