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Your new product development (NPD) is only as good as your process: an exploratory analysis of new NPD process design and implementation
Author(s) -
Harmancioglu Nukhet,
McNally Regina C.,
Calantone Roger J.,
Durmusoglu Serdar S.
Publication year - 2007
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.2007.00486.x
Subject(s) - new product development , business , process (computing) , productivity , process management , sbus , mandate , industrial organization , marketing , computer science , economics , chemistry , organic chemistry , adsorption , macroeconomics , metal organic framework , operating system , political science , law
Given industry competitiveness, how do firms' new product development (NPD) process designs differ when responding to an innovation mandate? How do NPD design elements differ across firms when implementing NPD processes? These design elements are strategic business unit (SBU) senior management involvement, business case content, customer interactions, and cross‐functional integration. What are the consequences of different combinations of NPD process design elements for innovation productivity? We explore these questions via a collective case study of newly implemented NPD process designs at three different SBUs of a major US‐based international conglomerate, 1 year after receiving the mandate to grow through innovation. Our analysis suggests that industry competitiveness and firm characteristics influence the NPD process design as SBUs employ distinct combinations of NPD design elements. The differential emphasis on design elements leads to variation in process design and divergence in innovation productivity.