Product Development Performance Research Articles

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.

What is the critical impact of strategic alliances on innovation, product development, and organizational performance? Three studies in SMEs-An Indian context

ABSTRACT This study addresses the dynamic interaction of strategic alliances (SA) on innovation (IN), product development (PD) and organisational performance (OP) in the Indian small and medium enterprises sector. Three empirical studies (Study 1: N = 170; Study 2: N = 185; Study 3: N = 200) were conducted to test the impact of SA on IN, PD and OP. The questionnaire was distributed to the top- and middle-level managers in Indian SMEs. Furthermore, we applied regression and correlation analysis to explore the relationship between our study variables. The result of Study 1 indicates that there is a significant relationship between SA and IN. In addition, resource integration (RI) plays a significant mediator role between SA and IN. The result of Study 2 indicates that there is a positive impact of SA on PD. In contrast, knowledge sharing (KS) has an insignificant effect on the relationship between SA and PD. The result of Study 3 reveals that there is a positive impact of IN, sustainability (SU) and environmental factors (EF) on OP. This study provides a critical and practical contribution to SA by examining the impact of SA on the organisational performance development processes (IN, PD and OP).

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.

Leadership styles, team innovative behavior, and new green product development performance

PurposeEmployee’s innovative behavior as a team allows the organization to achieve its goals; however, team green creativity requires transformational and entrepreneurial leader support. Therefore, the study explores the impact of green transformational and entrepreneurial leadership on team innovative behavior and green new product development with the mediating role of team green creativity.Design/methodology/approachA survey was conducted to collect data from 455 employees working in the hospitality industry via a self-administered questionnaire, and hypotheses were analyzed using the partial least squares structural equation modeling PLS-SEM technique using Smart-PLS 4.0.FindingsThe results indicate that green transformational and entrepreneurial leadership styles positively and significantly affect team innovative behavior and new green product development performance. Furthermore, findings show that team green creativity partially mediates the relationship between green transformational and entrepreneurial leadership on team innovative behavior, and new green product development performance.Research limitations/implicationsThe results of this study provide insights to hospitality professionals pursuing the improvement of team innovative behavior and new green product development performance through team green creativity and leadership styles.Practical implicationsThis study is useful for organizations that target new green product development performance and establish higher green innovative behavior cohesively among its team members through these robust leadership styles.Originality/valueThis study is the first attempt to provide a valuable contribution to the growing field of green leadership styles on team innovative behavior and new green product development performance through team green creativity.

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.

Toward Sustainable Global Product Development Performance: Exploring the Criticality of Organizational Factors and the Moderating Influence of Global Innovation Culture

In today’s dynamic and global landscape, innovation and globalization are intricately linked drivers that propel modern businesses forward, serving as indispensable pillars upon which organizations heavily rely to maintain their competitive edge. Leveraging innovation within the context of global product development (GPD) practices is imperative for organizations seeking to survive and effectively compete in the rapidly evolving marketplace. While preceding studies have primarily focused on the importance of individual and organizational capabilities, policies, and cultural factors in driving product development (PD) performance, they often overlook their interconnectedness within a global context. To address this gap, this study delves into the relationship between organizational factors and global product development performance (GPDP) while examining the moderating influence of global innovation culture (GIC). These organizational factors encompass technological innovation capabilities (TICs), team creativity (TC), dynamic capabilities (DCA), and competitive advantage (CA). Our hypothesis suggests a positive impact of these factors on GPD performance. Employing a structural equation modeling (SEM) approach through SMART-PLS 3, we analyzed data collected from 480 questionnaire forms distributed among registered global product development (GPD) organizations operating in China. The empirical findings underscore the significant influence of organizational factors on GPD performance, highlighting the critical role of global innovation culture in shaping these relationships. These insights shed light on the importance of establishing a harmonious balance between organizational culture and various factors to enhance interaction among organizational elements and optimize global product development performance. Ultimately, these efforts can lead to improvements in the overall effectiveness and sustained global product development.

The Impact of Digital Orientation on New Product Development Performance: Does Knowledge Intensity Matter?

The Impact of Digital Orientation on New Product Development Performance: Does Knowledge Intensity Matter?

The Impact of ESG Participation on Firm Innovation: Empirical Findings from International Data

This paper is to explore the association between environmental, social, and governance (ESG) dimensions and corporate innovative activities. Given that existing literature in the relationship between ESG and firm performance to date offers no clearly consistent empirical results and large-scale sample studies based on global companies remain scarce, this paper aims to offer a fresh and noteworthy insight about relationship between the ESG and innovation in recent times when ESG has been considered as important tenets of management because of the ESG’s enormous significance for corporate solid performance and sound development of capital markets. To test the hypotheses derived from the theoretical reasoning, this paper selected ESG indicators and financial data of global companies from 1999 to 2009 based on the relationship between ESG activities and corporate innovation, and the effects on corporate innovative product development performance are analyzed according to detailed ESG activities by logistic regression analysis. The study found that positive environmental and social activities appear to enhance innovation outputs by firms in various industries. These results indicate that the firms challenged by environmental issues respond with assertive innovative activities and the firms’ efforts to stimulate certain types of social activities are reflected in a higher level of innovation. Supporting the complex relationship between ESG activities and corporate innovation performance, the findings will help firms’ decision-makers, stakeholders, as well as academics, to improve their awareness of the impact of ESG activities on the innovation performance of the firm, both as a comprehensive factor and individually by pillar.

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.

Green Transformational Leadership, Green Creativity, and Green Product Development Performance Moderated by Green Dynamic Capabilities

Green Transformational Leadership, Green Creativity, and Green Product Development Performance Moderated by Green Dynamic Capabilities

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.

ASSESSING THE INFLUENCE OF PRODUCT DEVELOPMENT STRATEGIES ON PERFORMANCE WITHIN KENYA'S SUGAR INDUSTRY

This study investigates the influence of product development strategies on performance within Kenya's sugar industry. With the challenges facing the sugar sector in Kenya, including fluctuating market demands, competition, and regulatory pressures, the adoption of effective product development strategies becomes imperative for sustained growth and competitiveness. Through a comprehensive analysis of the relationships between product development initiatives and performance indicators such as market share, profitability, and customer satisfaction, this research aims to provide insights into the effectiveness of product development strategies within the Kenyan sugar industry. Drawing upon empirical data and industry insights, the study employs both quantitative and qualitative methods to explore the impact of product innovation, diversification, and differentiation on performance outcomes. The findings shed light on the critical role of product development strategies in enhancing the competitiveness and sustainability of the sugar industry in Kenya.

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.

Flexible manufacturing competence and capability on product development performance

Flexible manufacturing competence and capability on product development performance

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.

Strategic Orientation and New Product Development Performance of Academic Spin-Offs: The Importance of Team Cohesion and Team Heterogeneity

Prior studies have highlighted the importance of team heterogeneity and team cohesion in supporting academic spin-offs during their commercialization activities. However, there has been little insight into the role of strategic orientation, namely speed to market and product performance, in moderating the relationship between team characteristics and market performance in the new product development process. From the analysis of 105 academic spin-offs, this article suggests that team heterogeneity is more likely to support a strategic orientation focusing on product performance, whereas team cohesion supports both speed to market and product performance. This article provides both theoretical and practical recommendations for managing academic spin-offs for the development of new products, especially highlighting the importance of building a heterogeneous team while at the same time maintaining cohesion among team members.

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.