New Product Development Performance Research Articles

Influence of Entrepreneur Social Network on New Product Development Performance of Enterprises Under Intelligent Big Data

In the complex market environment, it is difficult for enterprises to innovate only by their own internal product resources. In order to improve the performance level of new product development, this paper puts forward the influence of entrepreneur social network on the performance of new product development under smart big data. The process of new product development is modeled, and the influence of entrepreneur social network on enterprise new product development performance is analyzed from two aspects: vertical network quality and horizontal network quality. According to the analysis results, build an intelligent big data platform, and use this platform to realize the mining and analysis of enterprise-related data; On this basis, EM algorithm is used to mine the performance data of enterprise new product development, DEA/AHP model is used to evaluate the performance level of enterprise new product development, and the evaluation results are combined with the influence model of entrepreneur social network on enterprise new product development performance to realize the influence analysis of entrepreneur social network on enterprise new product development performance. The experimental results show that the method is highly recognized by experts, which shows that the analysis results are reliable, and the correlation between entrepreneur social network and enterprise new product development performance can be obtained, which provides reference for enterprise new product development.

Cross-functional integration and new product development performance: Assessing mediating role of customer-supplier involvement and moderating role of structural empowerment

Under the open innovation paradigm, few empirical studies have addressed the value co-creation of the cross-functional and external integration, particularly the adverse effects of integration-induced structural empowerment on new product development (NPD). This study constructs a moderated mediation model grounded in value co-creation theory to investigate the interplay among cross-functional integration, customer-supplier involvement, structural empowerment, and NPD performance. Data from a survey of 294 high-performance manufacturing firms (machinery, electronics, and automobiles) worldwide, conducted during the fourth round of the High-Performance Manufacturing project, were analyzed. The empirical results indicate that cross-functional integration indirectly affects NPD performance through the mediating role of customer-supplier involvement. Moreover, the positive association between customer involvement and NPD performance is markedly diminished under conditions of high as opposed to low structural empowerment. However, structural empowerment does not significantly moderate the positive relationship between supplier involvement and NPD performance. This study contributes to the understanding of the value co-creation mechanisms associated with different integration strategies in NPD performance and reveals the potential drawbacks of excessive structural empowerment. Consequently, this study offers actionable insights for firms implementing integration strategies and structural empowerment.

The effects of AIoT-SC strategic alignment on SC intelligence and NPD performance

ABSTRACT The emergence of AIoT has profoundly influenced supply chain management (SCM) and new product development (NPD) performance. However, the AIoT and its strategic alignment with the supply chain (SC) strategy have not received equal attention in academia and industry. By incorporating concepts of strategic alignment, AIoT, and NPD from previous literature, this study proposes a new concept of AIoT-SC strategic alignment and examines its role in SC intelligence (SCI) and NPD performance. By using a partial least squares structural equation modelling (PLS-SEM) approach, the survey data results demonstrate that AIoT-SC strategic alignment in planning, making, delivery, sourcing, and return is positively related to SC intelligence regarding market intelligence quality (MIQ), SC partner intelligence quality (SCPIQ), and NPD performance. The study’s findings can guide managers in improving firms’ business functions through AIoT-SC strategic alignment. Furthermore, this research provides researchers with sound theoretical grounds/basis for further academic development of AIoT, SCM, and NPD.

The double-edged sword of customer participation on new product development performance: the contingent roles of relational and environmental factors

ABSTRACT Although customer participation plays an increasingly important role in firm innovation, both its effects on new product development (NPD) performance in the B2B context and the underlying mechanisms remain unclear in the extant literature. Building on the boundary spanning theory, we investigate the double-edged effects of customer participation on NPD performance by explicating the mediating roles of knowledge sharing and customer – developer conflict. Based on a sample of 167 high-tech firms in China, our findings indicate that customer participation can improve NPD performance through knowledge sharing but decrease NPD performance by exacerbating the conflict between the developer firm and its customer. Furthermore, previous cooperation experience attenuates the effects of customer participation on knowledge sharing and customer – developer conflict, whereas technological turbulence strengthens the effect of customer participation on knowledge sharing. Our findings offer important implications for both innovation research and practice.

Driving new product development performance: Intellectual capital antecedents and the moderating role of innovation culture

As the expenses associated with new product development (NPD) continue to rise, intellectual capital (IC) plays a critical yet understudied role in influencing NPD performance (NPDP). To address this, we present a comprehensive theoretical framework to empirically analyze how IC provides pharmaceutical companies with essential capabilities to enhance NPDP through the perspective of organizational learning (OL). This study employs a multi-source, time-lagged, and survey-based approach to gather relevant data from pharmaceutical companies. The findings reveal positive relationships between IC components—human, structural, and relational capital— and OL. Moreover, OL emerges as a pivotal predictor of the link between IC components and NPDP. Notably, we uncover that the association between OL and NPDP is moderated by the presence of an innovation culture within organizations. This research significantly contributes to the existing literature by providing new empirical insights into the strategic role of IC in promoting the creation and dissemination of new knowledge within organizations. These insights have substantial implications for practitioners and academics by bolstering firms' capacity for NPDP in knowledge-based sectors.

Two forms of customer involvement and new product development performance in the digital context: The moderating role of new product development stage

Customer involvement plays a critical role in firms' new product development (NPD), especially in the digital context. Prior research has distinguished between two forms of customer involvement: customers as an information source (CIS) and customers as co-developers (CIC). We build on this stream of literature and investigate the impact of CIS and CIC on firms’ NPD performance in the digital context by considering both the benefits and costs of these two forms of customer involvement. Furthermore, we explore the moderating role of NPD stage. Based on survey data collected from 263 informants, we show that whereas CIS has a positive effect on NPD performance, CIC has an inverted U-shaped relationship with NPD performance. More interestingly, the positive relationship between CIS and NPD performance is more pronounced in the ideation stage than in the product development stage, and the inverted U-shaped relationship between CIC and NPD performance is steeper in the product development stage than that in the ideation stage. In our additional analyses, we further divide the NPD stage into four stages and found similar results as our main analyses. Our study enriches the customer involvement literature and offers practical implications regarding whether, how, and when to involve customers in the NPD process.

Knowledge sharing and NPD performance for UK cross – border M&A firms: the moderating role of behavior and outcome controls

PurposeThis paper aims to explore how the effect of knowledge sharing through mergers and acquisitions (M&As) on new product development (NPD) performance is contingent upon two different types of control mechanisms: behavior control and outcome control.Design/methodology/approachLeveraging the theory from transaction cost economics, this study provides answers regarding the roles of behavior and outcome controls. The hypotheses were tested empirically across a sample of 143 UK cross-border M&A firms.FindingsThe results provide the increasing call for an integrative perspective and theory in the M&A literature in that knowledge sharing through M&As is deemed decisive for NPD performance, and while both control mechanisms are effective, behavior control is more effective in enhancing NPD performance than outcome control.Originality/valueThe relevant M&A studies lack insights into the use of control mechanisms as a way to monitor the target firm’s behavior and performance and reduce the risk of its opportunistic behavior. Appreciating the need for M&A literature that elaborates control strategy and structure, this study incorporates behavior control and outcome control into M&A mechanisms.

What determines the performance of digital transformation in manufacturing enterprises? A study on the linkage effects based on fs/QCA method

The achievement of high-quality development in the manufacturing industry can be effectively realized through the process of digital transformation. The enhancement of digital transformation performance in manufacturing enterprises has emerged as a prominent topic of interest for both corporate entities and the academic community. Drawing upon the theoretical framework of the TOE model, this article presents a comprehensive analytical framework aimed at understanding the performance of digital transformation in manufacturing enterprises. By assessing a sample of 180 manufacturing enterprises currently undergoing digital transformation, this study employs the fuzzy-set qualitative comparative analysis (fs/QCA) methodology to study the interrelated effects and strategic choices pertaining to technology, organizational structure, and environmental conditions, all of which contribute to the improvement of digital transformation performance in manufacturing enterprises. The findings of the research indicate the following: (1) The attainment of high performance in digital transformation in manufacturing enterprises does not solely rely on a single condition, whether it pertains to the optimization of manufacturing processes or the development of new products. (2) High performance in digital transformation is the result of multiple interacting factors. Various causal configurations, such as “organization-environment oriented”, “all-factor driven”, and “technology-environment oriented”, which have the characteristics of “multiple concurrency” and “different paths leading to the same goal.” (3) In comparison, achieving high performance in manufacturing process optimization requires a higher degree of complexity than attaining high performance in new product development. Additionally, it is challenging to achieve high performance in new product development with a sole reliance on a single technological foundation and external environmental support. These research conclusions contribute to the existing body of knowledge on digital transformation performance, enhancing our understanding of the complex factors that underlie high performance in digital transformation in manufacturing enterprises. Importantly, they hold practical significance in improving the performance of digital transformation in the manufacturing sector.

Talent Incentive Policy of Chinese High-tech Enterprises from the Perspective of Industrial Informatization Intervention

Priority development of education is the fundamental guarantee for the construction of high-level talent highlands. Technological self-reliance and self-improvement are strategic support for the construction of high-level talent highlands, and talent innovation guidance is the intrinsic driving force for the construction of high-level talent highlands. The construction of a high-level talent highland in the Guangdong Hong Kong Macao Greater Bay Area requires the integration of innovative elements that connect the “education chain, technology chain, and talent chain”. It is necessary to build a three-dimensional integrated spatial architecture of “education technology talent”. We need to build a community that integrates “education highland, technology highland, and talent highland”. Accelerating the construction of high-level talent highlands in the Guangdong Hong Kong Macao Greater Bay Area requires the construction of a highland for scientific and technological innovation talents, a highland for technical and skilled talents, and a highland for scientific and technological finance talents. Based on this, this article selected 399 listed high-tech enterprises in the Greater Bay Area as the research objects, and conducted multiple regression on the relevant data of sample enterprises from the perspective of property rights heterogeneity from 2018 to 2021 to reveal which open innovation model can effectively solve specific situational problems faced by enterprises. The multi role matching mechanism can effectively improve the performance of new product development and its market competitive advantage of enterprises, as well as how the nature of property rights affects the relationship between open innovation strategies and new product development performance of enterprises. The research results show that, firstly, open innovation between enterprises is beneficial for the precise improvement of product development performance by high-level talents in enterprises. Secondly, open innovation in industry, academia, and research is beneficial for improving talent performance in enterprises, but its effect is weaker than that of open innovation between enterprises. Enterprises focus more on the open innovation model between enterprises.

중국 패스트 패션 기업의 시장지향성, 정보공유, 신제품개발 유연성, 제품 모듈화, 개발성과 간의 구조관계에 관한 연구

This study defines market orientation and strategic information sharing as essential aspects of new product development, and aims to understand how the comprehensive activities of these factors affect the flexibility and performance of new product development. In addition, it aims to address the importance of market orientation and information sharing in rapidly developing and launching new products for companies currently operating in the fashion industry. The results derived from are summarized as follows. First, it proved that market orientation had a statistically significant positive effect on the flexibility of new product development. Second, strategic information sharing had a positive effect on the flexibility of new product development. Third, it was confirmed that the mediating role of product modularization in the 'market orientation→product modularization→new product development flexibility' path was not statistically significant. Fourth, the mediating effect of product modularization in the 'strategic information sharing→product modularization→new product development flexibility' path was statistically significant. It recognized the importance of market orientation and information sharing in the rapid development and launch of new products to companies operating in the Chinese fashion industry, and ultimately provided useful implications for improving new product development performance through modularization of product production.

Evaluating the moderated-mediation effects of switching costs in the link between social capital and NPD performance

In this study, we explore the causes and performance outcomes of switching costs in the context of new product development (NPD) from both the supplier and customer perspectives, and discuss the role that switching costs play as moderators and mediators in the relationship between social capital and NPD performance. Based on data from 214 Chinese manufacturers, we employ the structural equation model to test our conceptual model and hypotheses. The results indicate that relationship quality and customer involvement positively and negatively affect switching costs, respectively, and that switching costs negatively affect NPD performance. Switching costs mediate and moderate the relationship between social capital and NPD performance. Furthermore, switching costs significantly and positively moderate the relationship between relationship quality and NPD performance. On the other hand, switching costs insignificantly and negatively moderate the relationship between customer involvement and NPD performance. The theoretical and managerial implications of the findings are discussed.

Effects of Domestic and International External Collaboration on New Product Development Performance in SMEs: Evidence from China

This study attempts to examine the influences of domestic and international external collaboration on new product development (NPD) performance in small and medium-sized enterprises (SMEs) and further explores the mediating mechanism of knowledge integration capability and the moderating effects of the innovation climate and organizational legitimacy. In this study, we collected data from 236 manufacturing SMEs in China by means of questionnaires, and multiple hierarchical regression analysis was used to test hypotheses. The results reveal that both domestic and international external collaboration are positively associated with SMEs’ NPD performance. Knowledge integration capability mediates domestic and international external collaboration–SMEs’ NPD performance relationships. Innovation climate positively moderates domestic external collaboration–SMEs’ NPD performance relationship and organizational legitimacy positively moderates domestic and international external collaboration–SMEs’ NPD performance relationships. This study expands the research on the relationship between external collaboration and NPD performance by categorizing external collaboration into two dimensions, domestic and international, and examining their direct influences on SMEs’ NPD performance. Moreover, through examining the mediating effect of knowledge integration capabilities and moderating effects of innovation climate and organizational legitimacy, this paper explains how, and under what conditions, domestic and international external collaboration facilitates the improvement of NPD performance in SMEs.

The Impact of Networking With Knowledge-Intensive Professional Service Firms on Speed to Market and Product Innovativeness

During the new product development (NPD) process, exploitation and exploration are important, especially for small manufacturing firms (SMFs). However, limited resources and a lack of internal knowledge capacity have forced SMFs to work with knowledge-intensive professional service firms (KIPSFs). This article investigates the impact of SMFs’ networks with KIPSFs on the performance of NPD. Using data from 164 SMFs in the northwest of England, this article reveals a linear relationship between firm's product innovativeness and its network with KIPSFs for exploitation, and a curvilinear relationship between firm's speed to market and its network with KIPSFs for exploration. A curvilinear relationship was also found between networks with KIPSFs for ambidexterity and firm's product innovativeness and speed to market. These results lead to several practical implications for networking strategy as each network supports different innovation activities and produces different outcomes.

Evaluating the Impact of Green Supply Chain Management Processes on New Products in Saipa Automotive Company

Objective: The development of new products is a strategic activity for many automotive companies to gain a competitive advantage. This requires the examination of variables that affect the performance of new product development. This article evaluates the impact of green supply chain management processes on new products at Saipa Automotive Company. Methodology: The research method is descriptive and survey-based. The research population includes managers from various departments at Saipa Automotive Company. Data were collected using a field method and a questionnaire with a convenience sampling technique. For data analysis, the Structural Equation Modeling approach with Partial Least Squares and the PLS software were used. Findings: Findings indicate that internal processes positively impact green practices. Furthermore, the impact of variables such as green supply chain actions, environmental characteristics, and supply chain agility on supply chain value creation was positive. Additionally, the results showed that supply chain value creation significantly impacted the development of new (green) products. Conclusion: Therefore, it is recommended that automotive industry companies use customer ideas in developing green products and seek their opinions on products and their modifications to enhance supply chain value creation and product quality.

The Impact of Digital Transformation on New Product Development with the Mediating Role of Organizational Intelligence

Objective: This article aims to investigate the impact of digital transformation on new product development (NPD) with the mediating role of organizational intelligence. Methods and Materials: The research employs a descriptive-correlational design, utilizing questionnaires and field studies to collect data from 100 experts in the rubber manufacturing industry, specifically from Barez and Artavil Tire companies. Confirmatory factor analysis (CFA) was used to assess the validity of the questionnaire, with structural equation modeling (SEM) conducted using Smart PLS software to test the hypotheses. The reliability and validity of the constructs were evaluated through composite reliability (CR), average variance extracted (AVE), and discriminant validity measures. Findings: The study found that digital transformation significantly affects NPD performance (path coefficient = 0.586, t-value = 9.849), and organizational intelligence strongly mediates this relationship (path coefficient = 0.817, t-value = 12.838). Additionally, digital transformation directly enhances organizational intelligence (path coefficient = 0.296, t-value = 2.865). The R² value for NPD was 0.717, and for organizational intelligence, it was 0.688, indicating strong explanatory power. Conclusion: Digital transformation significantly impacts NPD success, particularly when supported by high levels of organizational intelligence. Companies that invest in digital infrastructure and knowledge management systems are better equipped to handle the complexities of NPD, leading to more innovative and competitive products. Organizational intelligence serves as a key enabler in leveraging digital tools for successful product development.

Assessing Knowledge Configuration of New Product Development Teams and Performance

In order to better understand how team composition is related to performance, this research investigates new product development (NPD) team composition and performance based on the individual team member’s knowledge rather than the function to which he or she is currently assigned. A survey of 174 technology firms in Korea, rated as “excellent” companies, shows that the inclusion of multi knowledge members with both marketing and technological knowledge in NPD teams significantly improves innovativeness and time efficiency in comparison to NPD teams without such diverse membership. These findings help illuminate previous contradictory findings in the NPD literature and show the important role of multi knowledge members in NPD performance for senior managers to consider when staffing such teams.

Different forms of supplier involvement, knowledge orchestration capability, technological uncertainty and new product development performance: a test of three-way interaction

PurposeThis paper examines the role of purchasing in facilitating early supplier involvement in new product development (NPD) in contexts of technological uncertainty (TU). Taking a purchasing perspective, it develops a moderate model to explain the effects of supplier involvement on NPD performance and whether and how knowledge orchestration capability (KOC) and TU affect these relationships. Additionally, KOC drivers are defined.Design/methodology/approachA total of 317 usable questionnaires from Chinese high-technology firms were collected. Moderated multiple regression (MMR) was used to test all hypotheses. Resource orchestration theory (ROT) was the adopted theoretical lens.FindingsTwo forms of supplier involvement (as knowledge source and co-creator) were found to distinctly affect NPD performance and have potential substitutive relationships. Purchasing KOC positively moderates the relationships between forms of supplier involvement on NPD performance. TU strengthens the moderating role of purchasing KOC. Furthermore, purchasing status and supply complexity are important antecedents for purchasing KOC.Practical implicationsThese findings serve as a blueprint for involving purchasing in technologically uncertain NPD projects and improve supplier NPD integration. Additionally, management should recognize the purchasing function's role and empower it to identify ideas, knowledge and solutions within supply networks.Originality/valueThis research contributes to the ROT by examining the role of purchasing KOC on supplier involvement in NPD performance, especially under TU. Moreover, it demonstrates significant and positive relations between purchasing department status and external supply complexity on its KOC.

The influence of entrepreneurial orientation and financial performance on sustainable business in MSMEs

The research examines the influence of Enterpreneuship orientation and financial perfrmance on sustainable businesses in micro, small and medium enterprises that are challenges in influencing the economy. This qualitative research study utilized a systematic literature review on scientific journals from 2015-2023, focusing on entrepreneurial orientation, financial performance, and sustainable business, and analyzed through data reduction, presentation, and conclusions. The results of this study show that the Entrepreneurship orientation has an influence on the financial performance of new product development. This, to improve tha performance of new product development, current and future customer needs should be seen as a guideline for new product development efforts. Where, the Entrepreneurship orientation that affects the influence on the performance of micro small and medium enterprises is only an autonomous dimension. While other dimensions of enterpreneurship orientation such as innovation, proactive and risk odo not have a significant effect on the performance of micro, small and medium enterprises. Therefore, it is recommended to provide autonomy to employees to be able to motivate them by giving freedom to act in an entrepreneurship manner so that they can improve the performance of micro, small and medium enterprises.

CSR and new product development performance in transition economies: roles of internal capabilities, external networks, and dysfunctional competition

ABSTRACT Despite abundant research on corporate social responsibility (CSR) outcomes, few studies have examined whether CSR contributes to new product development (NPD) performance. Existing studies argue that CSR increases firms’ innovation activities and launches more new products, however, these arguments have yet to fully extend to the understanding of underlying mechanisms in the CSR-NPD relationship and how CSR fosters NPD performance in different scenarios, especially in transition economies. Building on the resource-based view, social capital theory, and structuration theory, this paper hypothesizes that the CSR influence on NPD performance is mediated by internal capabilities and external networks and moderated by dysfunctional competition. Using empirical data of 219 small and medium-sized firms in China, we find that CSR not only directly increases firms’ NPD performance but also has positive effects on internal capabilities and external networks, which in turn improve NPD performance. Moreover, as one of the most representative institutional environments in transition economies, dysfunctional competition strengthens the effects of CSR on internal capabilities and external networks. This research contributes to the CSR and NPD literature in transition economies and offers strategic guidance to innovating firms in transition economies on how to foster and benefit from CSR initiatives, NPD managers should comprehend the coevolution of CSR, innovation, and institutional environments in transition economies.

The role of managerial activities in achieving Information technology ambidexterity and new product development performance in small and medium-sized enterprises

ABSTRACTGiven their limited portfolio of resources, small and medium-sized enterprises (SMEs) have to manage information technology (IT) exploitation and exploration at the same time to support a major shift in their product focus while maintaining their current array of products. We theorise that SMEs rely on managerial activities to enable IT ambidexterity to enhance the performance of their new product development (NPD). To this end, we hypothesise and test the relationships between managerial activities, IT ambidexterity, and NPD performance. Using multiple respondent data from 292 high-tech SMEs, we find that managerial activities enable IT ambidexterity, and this relationship is moderated by structural configurations. Considering the NPD management challenges ushered in by the digital era, our findings identify IT ambidexterity as a key mechanism to enhance NPD performance in SMEs. Our results contribute novel insights into the effective role of managerial activities in SMEs and help to explain the role of IT ambidexterity in the NPD literature, thereby facilitating continued theory development in this field of research.