Product Development Teams Research Articles

Psychological Resources and New Product Development Team Adaptability: A Moderated Mediation Model

Psychological Resources and New Product Development Team Adaptability: A Moderated Mediation Model

Driving Factors of Generative AI Adoption in New Product Development Teams from a UTAUT Perspective

Recent new product development (NPD) teams apply various generative AI (GenAI) tools in the development process, yet it is not fully understood about the factors affecting teams’ adoption of these tools. This research identifies factors driving the use and attitudes toward GenAI in NPD tasks based on the Unified Theory of Acceptance and Use of Technology (UTAUT). We interviewed nine GenAI users in NPD teams and conducted a survey study with 309 participants. By exploratory factor analysis and hierarchical regressions, we identified a composite factor of performance expectancy and anthropomorphism as the strongest positive predictor of attitudes, and task-tool fitness as the strongest positive predictor of behavioral intention. Besides, we also identified significant predictors including several other factors in UTAUT and individual differences in AI self-efficacy. The findings can be used for developing UTAUT models and designing GenAI tools specific to NPD purposes.

Perancangan Sistem Pelaporan Incident Hack Di Kominfo Lombok Tengah Menggunakan Agile Pendekatan Scrum

The Scrum method is a methodology included in agile software development. Scrum is considered to be able to produce good quality software according to user wishes, can be used in large and small projects, and is easy to adopt changes. The scrum activity stages include product backlog, sprint backlog, daily scrum, sprint review, and sprint retrospective. Roles in Scrum include product owner, scrum master, and development team. Scrum has structured and iterative stages, so that if the product in the first sprint is not sufficient to meet needs, then in the next sprint a system can be developed that is in accordance with user evaluation. The results obtained from Designing a Hack Incident Reporting System at Kominfo Central Lombok Using the Agile Scrum Approach were proven to be able to overcome changes in requirements during the system development phase, producing products that met the wishes of users because they received repeated reviews.

Digital product development team external knowledge processes and ambidexterity: a multi-mediation analysis of the absorptive capacity framework

PurposeThe purpose of this study is to examine the mechanisms of absorptive capacity (ACAP) in the specific context of digital product development teams. More precisely, it explores the process of internalizing and utilizing external knowledge from sources outside the team to promote the development of innovative ambidexterity.Design/methodology/approachThe study employs the ACAP framework and directs specific attention to the concept of knowledge assimilation, encompassing comprehension, documentation and dissemination. Seventy-five employees of one of Indonesia’s largest commercial banks were surveyed about two initiatives they participated in. To this end, 12 research hypotheses are formulated, tested and analyzed using structural equation modeling.FindingsKnowledge comprehension, documentation and dissemination are found to mediate between knowledge acquisition and knowledge exploitation. At the same time, the relationship between knowledge acquisition and knowledge transformation is mediated by knowledge comprehension and dissemination, but not documentation. The authors also found that knowledge transformation positively mediates between knowledge comprehension and dissemination on the one hand and ambidexterity on the other hand. Importantly, knowledge exploitation negatively mediates between knowledge comprehension and documentation on the one hand and ambidexterity on the other hand.Originality/valueThis study contributes to the existing body of knowledge by offering nuanced insights into the interplay of knowledge assimilation processes within ACAP, particularly in the context of digital product development. The identification of mediating factors and their impacts on ambidexterity provides valuable implications for both theory and practice in this domain.

EXPRESS: The Effects of Collectivism and Organizational Tenure on the Emergence of Pre-Release Digital Piracy

As businesses increasingly move into digital domains, digital piracy has become more prevalent and more costly. Pre-release piracy, where pirated versions of digital products are distributed before legitimate ones, remains particularly damaging to digital product developers. Although workers’ social norms may play a critical role, limited research exists on the behavioral factors that intentionally or unintentionally contribute to pre-release piracy, particularly when considering multinational nuances (e.g., national cultures) and workers’ experience (e.g., organizational tenure). To address this gap, we develop and test an empirical model of how national culture and organizational tenure jointly predict the likelihood of pre-release piracy. Our empirical analyses employ a dataset compiled from more than twenty distinct sources and capture the electronic video game industry’s PC-based products from 2000 through 2019. For national culture, we focus on two forms of collectivism – institutional and in-group – finding that institutional collectivism is associated with a reduced likelihood of pre-release piracy, while in-group collectivism increases it. We also find that the likelihood of pre-release piracy reduces with a product development team’s organizational tenure, but that this relationship is distinctively moderated by each of collectivism’s two forms. Specifically, the benefits of increased organizational tenure are amplified in the presence of stronger institutional collectivism but muted in the presence of stronger in-group collectivism. We link our findings to research streams on national culture, digital piracy, and organizational tenure, and specify contributions to each.

Financial Innovation and Risk Management in Japan

Purpose: The aim of the study was to investigate the Financial Innovation and Risk Management. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Japan has seen a surge in financial innovation driven by fintech startups and digitalization efforts by traditional banks. However, this innovation comes with regulatory challenges and risks that must be managed. Regulatory frameworks are being updated to address new risks like cybersecurity threats. There's also a growing focus on corporate governance, risk culture, and sustainability integration. Unique Contribution to Theory, Practice and Policy: Option pricing theory, capital asset pricing model (CAPM) & modern portfolio theory (MPT) may be used to anchor future studies on the financial innovation and risk management. Foster a culture of innovation within financial institutions by promoting collaboration between risk management professionals and product development teams. Establish regulatory sandboxes and innovation hubs to facilitate responsible experimentation with financial innovations while maintaining regulatory oversight.

Exploring Competitive Dynamics, Technological Innovations, and Sustainable Strategies for X Plant-Based Meat Health Technology Co., Ltd.

The research objectives were as follows: 1) to analyze the competitive environment of X Plant-Based Meat Health Technology Co., Ltd.; 2) to determine the technologies and innovation capabilities of X Plant-Based Meat Health Technology Co., Ltd.; and 3) to formulate sustainable strategies for X Plant-Based Meat Health Technology Co., Ltd. This research adopted qualitative research and document study. Twelve key informants, including top-level management, product development teams, head of marketing departments, and consumer groups within the company, were involved. The data analyzed the current market competition status of X Plant-Based Meat Technology Co., Ltd. using PEST, Porter’s Five Forces, and SWOT models, thus proposing sustainable development strategies. The research findings revealed that: 1) X Plant-Based Meat Health Technology Co., Ltd. operated in a competitive market driven by government initiatives and increasing environmental awareness. Challenges included intensified competition and price sensitivity. However, the company had opportunities for growth in China's expanding plant-based food sector. Success depended on strategic differentiation, technological innovation, and adaptability to evolving market trends amidst competition from diverse players; 2) X Plant-Based Meat Health Technology Co., Ltd. excelled in technology and innovation, operating eight cutting-edge soybean processing facilities and maintaining extensive non-GMO soybean fields. With over 250 patents, it was a global leader, prioritizing environmental sustainability and quality control. Its integrated supply chain, diverse product portfolio, and strategic partnerships contributed to its ongoing success and growth; and 3) X Plant-Based Meat Health Technology Co., Ltd. pursued a comprehensive strategy for sustainable growth in a competitive market. Key elements included niche market penetration, organizational excellence, channel expansion, production capacity enhancement, technical expertise development, and market protection through innovation. These strategies aimed to position the company for long-term success in the plant-based food industry.

Applying the Jobs-to-be-done Framework to understand Hoteliers' Needs on Accommodation Platforms

When building products, it is important to understand the target audience. User-centric design is the process of building products or services based on the wants, needs and challenges of users. Online accommodation platforms such as online travel agencies (OTAs) and accommodation price comparison platforms have hoteliers as users. Through hoteliers, hotel properties and prices are displayed on their platforms. These online accommodation platforms are important business partners for hoteliers and bring advantages such as increased exposure, higher occupancy rates and lower marketing costs. Understanding the needs of hoteliers is important to online accommodation platforms to inform their Business-to-Consumer (B2C) and Business-to-Business (B2B) products. These insights can help create tailored user experiences and solutions that cater to the distinct needs of independent hotels. Increasingly, organisations are including UX research in their software design and development process. UX research is the systematic investigation of users and their requirements, to add context and insight into the process of designing the user experience. One framework to understand why people adopt products and services is the Jobs-to-be-done (JTBD) framework. It defines user needs and what they really seek to accomplish as a job in each circumstance. This study presents the application of the JTBD framework for understanding independent hoteliers needs on accommodation comparison platforms in the context of creating visibility and generating bookings. The framework and its benefits are described, along with a variety of different industry cases where the JTBD framework has successfully been applied. The focus of this study lays on the research methodology, process, challenges and impact of applying the JTBD framework in the B2B area in the online travel industry. A foundational research project was conducted from January to May 2023 where the research goal consisted of identifying a series of needs and pain points from hoteliers that represent business opportunities while also providing a benefit for travellers. Recruited hoteliers consisted of convenience and random sampling of customers and non-customers. To answer those questions, JTBD qualitative interviews with independent hoteliers were conducted to generate insights for creating a comprehensive JTBD Map. A JTBD Map is a visual depiction to clarify the job users are trying to get done in a specific context, including respective process steps, desired outcomes and pain points. The JTBD framework helped the product development team, across different job profiles, to have a shared understanding of hoteliers’ needs. The framework was applied on both B2C and B2B product development areas. The framework also helped to identify areas where deeper UX Research was needed. Stakeholders were able to assess the different jobs and conclude which ones to focus on. The results of this study are specifically of value for practitioners and academia in the travel industry and have implications for Product, UX and Research practitioners.

The Optimization of Automobile Part Product Development Using Integrated Product Development (IPD)

This paper studies a new integrated product development (IPD) process at an automobile parts company. The process includes benchmarking and offers four optimization strategies for the new product development process: (1) re-structuring the new product development organization astraddle department teams, (2) reshaping the new product development and selection process already at the planning and conceptual design stages, (3) optimizing the design review process at the engineering stage, and (4) establishing a product development team with large project manager responsibilities in the industrialization stage so as to give full play to the guiding role of expert resources. This paper can help enhance the competitiveness of domestic auto parts enterprises compared to leading foreign auto parts enterprises.

How does team learning from failure facilitate new product performance? The double-edged moderating effect of collective efficacy

AbstractLearning from failure can foster innovation, but how a new product development (NPD) team’s learning from failure affects new product performance requires more insights. In particular, the question remains on how collective efficacy, which discerns team members’ belief to achieve desired goals, affects team learning from failure towards improving new product performance. Using social cognitive theory complemented by sensemaking and attribution theories, we examine the effects of NPD teams’ (experiential and vicarious) learning from failure on new product performance and the moderating effects of collective efficacy on these relationships. With survey data collected from 398 responses within 152 NPD teams in Chinese high-tech small and medium-sized enterprises, we find that both experiential and vicarious learning from failure enhance new product performance in terms of speed to market and product innovativeness. Further, as collective efficacy increases, the positive effect of experiential learning from failure on speed to market is strengthened. However, the positive effect of vicarious learning from failure on product innovativeness is weakened. Our results suggest that NPD teams can benefit from experiential and vicarious learning from failure to improve new product performance but must pay attention to the double-edged effect of collective efficacy.

Practical use of data lake for better fatigue life estimation

The qualification of components in terms of Durability and Reliability is based on the analysis on a lot of sensors, CAN, IIOT data, which needs a data management infrastructure, to understand the customer usage and variability. Such big data infrastructure is often called « data lake », and may lead to storing huge amount of data. This infrastructure must be generic yet test data-oriented to understand the data structure and its analysis required, and to be optimized for such application. All those data may come from connected equipment, instrumented fleets, test lab or proving ground measurements, digital twins and multi-body dynamics simulations. Further, the data must be managed in terms of quality and traceability. It must be indexed to be able to be retrieved through searches (customer, vehicle, measurement site, engine specification, road condition, usage conditions).Once this step is achieved, the product development team is able to have a better understanding of customer usage and inputs variabilities in different environments and conditions, which have to be taken into account in the product's mission profile or duty cycle. This ad-hoc mission profile enables the creation of realistic, meaningful design and test specifications.Understanding the customer usage and input variabilities enables a probabilistic approach to fatigue life prediction. The uncertainties on inputs (geometry, material and loading) may be propagated through the life process, knowing each input's probability distribution function, using a Monte Carlo analysis. The infrastructure enables the life analysis to be done through multiple runs on cloud-oriented server, which enables automation and streamlining the whole process. A use case will be presented to illustrate the approach and its benefits.

DEVELOPMENT OF ORGANIZATIONAL MANAGEMENT IN IMPROVING BUSINESS SUSTAINABILITY IN STRUCTURAL KEBANAN (WINNER OF THE STUDENT DIGITAL ENTREPRENEURSHIP INNOVATION CHAMPIONSHIP)

Background- KEBANAN is one of the on demand service platforms created by students at Bachelorwiyata Tamansiswa University as a result of the Student Digital Entrepreneurship Innovation Program championship of the Indonesian Ministry of Education and Culture. KEBANAN is based on a mobile application that can provide a solution to banan when experiencing problems on the road with the tagline "Kebanan, so you are calmer when a tire leaks on the road". Structural Problems KEBANAN is a team of students from the UST (graduatewiyata Tamansiswa University) management study program who are currently taking their 6th semester including the Director, Production and Product Development Team, as well as the market and distribution development Team. Obligations at the end of semesters 6-7 are very high because you are required to do internships, real work studies, and thesis writing which require extra focus in terms of time, energy, and thought, so that the continuity of KEBANAN will be disrupted because the entire structure will focus on graduating on time as a main priority. If problems like this are not immediately addressed and educated, it will be worrying that the business life cycle will be shortened, and if that happens it is very unfortunate because KEBANAN has a strategic role in providing solutions for road users when there is a ban on the road. The aim of developing organizational management is to increase the sustainability of the KEBANAN startup business as the best solution. The solution to overcome this problem is in 7 ways, namely: How the team spends time, How to make a daily activity schedule, How to prioritize time wisely, How to group similar tasks, Set time limits when working on tasks, Learn to say no and eliminate distractions. After discussion, the entire KEBANAN team realized that they needed to change and made a commitment to become motivated again, starting with proper time management.

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.

Team conflict at the core: Exploring the influence of critical team member conflict on team creative functioning

AbstractScholars have long been intrigued by the relationship between intrateam conflict and team creativity, though findings to date have been mixed. Recent research suggests that traditional conceptualizations of intrateam conflict as a property that is shared uniformly by team members (e.g., averaging members' overall conflict perceptions), rather than a more nuanced phenomenon between individual members with unique network positions, have limited our understanding of its influences. These advances, however, have yet to be substantively applied to the intrateam conflict‐creativity literature. Accordingly, we integrate network views of conflict with creativity theory and group motivated processing models to explore how task and relationship conflicts involving critical members' (i.e., members central to a team's workflow network) influence team creative functioning beyond overall conflict perceptions. We theorize that critical member task conflict is positively associated with team creativity by way of team reflexivity, and this positive indirect effect is accentuated by team shared goals. Further, we posit that critical member relationship conflict is negatively associated with team creativity by way of reduced team cohesion, though this effect is mitigated by critical member emotional intelligence. Analyses of 70 new product development teams support most hypotheses while also highlighting interesting nuance and future research opportunities.

Exploring new product development team problem-solving creativity in the base of the pyramid B2B firms

PurposeThis study aims to investigate the role of team problem-solving creativity in new product development (NPD) in the bottom-of-the-pyramid (BoP) in business-to-business firms. This study synthesizes perspectives from NPD, creativity and leadership to examine how work-related factors such as NPD managers’ role ambiguity and individual-related factors such as CEO’s ambidextrous leadership style interact to determine team problem-solving creativity and its effect on new product performance (NPP).Design/methodology/approachThe hypotheses are tested using data from a multi-informant survey of 274 middle-level managers within 137 local BoP manufacturing firms in a sub-Saharan African country.FindingsThe results show that an NPD team’s ability to solve problems creatively determines NPP in BoP markets. The findings also show that NPD managers’ role ambiguity has a negative effect on team problem-solving creativity. However, a CEO’s ambidextrous leadership neutralizes the negative impact of role ambiguity on problem-solving creativity.Originality/valueThis study combines three distinct streams of literature, including NPD, creativity and leadership, to explore the antecedents and outcomes of problem-solving creativity. Drawing on creativity and leadership theories, this study reports that the success of creative idea exchanges depends heavily on a supportive environment for NPD team members and minimizing the NPD manager’s role ambiguity.

Exploring the pathways of learning from project failure and success in new product development teams

In today's business environment, New Product Development (NPD) teams play a pivotal role in propelling innovation. Within NPD teams, both successful and failed projects contribute in enhancing learning processes, yet the epistemological pathways activated by successful projects differ distinctly from those stimulated by failed projects. In this study, we investigate the pathways towards team learning in the context of successful and failed NPD projects using fuzzy-set Qualitative Comparative Analysis (fsQCA). Drawing from the team learning literature, we examine which configurations of project characteristics (complexity and uncertainty), interpersonal team characteristics (innovation norms, cohesion, and decision-making autonomy), and environmental characteristics (technological and market turbulence) lead to NPD team learning. Our analysis identifies three configurations of factors tied to NPD team learning in successful projects and four configurations in failed projects. In successful projects, project and team characteristics are core in enhancing team learning. In failed projects, together with team characteristics, core conditions are represented by project complexity, uncertainty, while environmental characteristics play a dual role.

Agile Methodologies for Improved Product Management

Purpose: The purpose of this research is to investigate the adoption of agile methodologies in the context of product management and assess their impact on product development processes, organizational culture, and overall business performance. The study aims to provide valuable insights into the challenges, benefits, and best practices associated with implementing agile practices in product management, ultimately contributing to the enhancement of product management strategies in contemporary organizations.
 Methodology: Descriptive research enables the exploration of various variables, such as organizational size, industry, and cultural factors, which may influence the adoption of Agile. It allows for an in-depth analysis of these characteristics and their impact on Agile practices. Thematic analysis serves as a robust method for uncovering insights and patterns within qualitative data, allowing for a nuanced exploration of the adoption of agile methodologies in the realm of product management. It provides a systematic and transparent approach to data analysis, enabling the research to contribute valuable findings to the field.
 Findings: Identification of common obstacles and challenges faced by organizations during Agile adoption, such as resistance to change, cultural alignment, and scaling Agile beyond individual teams. Recognition of the benefits of Agile, including increased product innovation, faster time-to-market, improved customer satisfaction, and enhanced adaptability to changing market conditions. Exploration of the concept of hybrid product administration systems is highlighting the advantages and disadvantages of combining Agile and traditional methodologies. The examination of the impact of Agile on fostering creativity and innovation within product development teams is done.
 Unique contribution to theory, practice, and policy: The study enriches the theoretical understanding of agile implementation models, hybrid systems, and the relationship between agile practices and creativity within teams. It provides a foundation for further theoretical exploration in the field. The research offers practical recommendations for organizations seeking to adopt agile methodologies in product management, providing insights into overcoming challenges, achieving a balance in hybrid systems, and fostering a culture of collaboration and creativity. The findings have potential policy implications for regulatory bodies and governments interested in promoting agile adoption. The research suggests the need for industry-specific guidelines and government support to facilitate agile implementation and innovation.

The motivational influence of collective efficacy and charged behavior and the moderating effect of risk-taking propensity on new product development team innovativeness

PurposeThis study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.Design/methodology/approachData were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.FindingsThe analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.Practical implicationsManagers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.Originality/valueThis study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.

How Innovation Affects Users’ Emotional Responses: Implications for Product Success and Business Sustainability

The market is experiencing an expanding range of products, prompting manufacturing companies to differentiate themselves from competitors by moving away from conventional concepts. However, these innovations often fail to meet consumer expectations, leading to product failure, and consequently, an unsustainable evolution of the market and the business. This unsustainability requires designers to adapt innovations to align with consumer needs and desires. Understanding and validating these adaptations can be achieved by examining users’ emotional responses to innovative products. The objective of this study is to assess the influence of innovation in the development of new successful products, sales performance, and, therefore, business sustainability. This evaluation is based on the perceptions of potential consumers through the analysis of users’ emotional responses to various new product concepts at different design stages. A case study presents the evaluation of 48 new interactive lamp concepts categorized into relaxation, study, and leisure topics. The target audience for these concepts is consumers aged 18 to 24. The designs were developed by 12 teams of final-year industrial design students using insights from a prior psychographic study involving over 800 potential consumers. The findings highlight differences in users’ perceptions of innovative and traditional products across topics. These differences relate to users’ interest, intuitiveness, and desirability toward a product. Generally, traditional product concepts are perceived as more intuitive, but users show greater interest and desire for innovative concepts, with some variations among the analyzed topics. The business environment is encouraged to share these data with new product-development teams to achieve sustainable market and business growth.

The Role of the Supplier on the Performance of New Product Development through the Quality of the Team

This study tries to explain the influence of the supplier's role on the performance of the new product development team through the quality of the team moderated by the influence of corporate culture. The object of observation is the New Product Development Team (part of the company's R&D Division, Maspion Ltd. Corp. (Tbk), Sidoarjo. Objectives: Analyze the effects of the supplier's role on the performance of the new product development team, the supplier's role on the quality of the new product development team, and how corporate culture strengthens the influence of the supplier's role on the quality of the new product development team.Methodology: Observations were made on 78 employees of the New Product Development Team at the R&D Division of Maspion Ltd. Corp. (Tbk) Units I, II, III, in Sidoarjo, and Unit IV in Surabaya. The analytical method used is the structural equation modelFindings: (1) the role of the main supplier is important because it has a significant positive effect on the quality of the team in the innovative process; (2) the quality of the team has a significant positive effect on the performance of the new product development team; and (3) corporate culture strengthens the influence of the supplier's role on team quality. Conclusion: Corporate culture and the role of suppliers are able to improve the quality of the new product development team and the team's performance in producing new products or product lines that are more marketable.