I this field study, conducted at a leading avionics guidance systems manufacturer, we gathered primary data on time and cost performance of both the design and manufacturing phases of new product development (NPD). We modeled the impact of the management levers relating to oversight, the intensity of design specialization, and the level of interaction with the customer. The study highlights the...

The purpose of this paper is to develop and illustrate a performance-centered design (PCD) methodology for finding the underlying structure of ill-defined processes and problems. The context for our theoretical exposition is the fuzzy front-end of new product development (NPD). Within the NPD process, front-end concept definition and selection is central to a firm’s innovation capability becaus...

When managing the problem of new product development (NPD), a firm needs to cooperate with or compete with its strategic partners in a network to survive in the industry. This paper first discusses the critical success factors (CSF) of NPD in a network, and then simplifies 37 CSFs into 10 items within 3 groups by factor analysis and Delphi method. While analytic hierarchy process (AHP) is capab...

New product development (NPD) is indeed the cornerstone for companies to maintain and enhance the competitive edge. However, developing new products is a complex and risky decision-making process. It involves a search of the environment for opportunities, the generation of project options, and the evaluation by different experts of multiple attributes, both qualitative and quantitative. To perc...

This research aims to advance our understanding of the relationship between exploitative learning and new product development (NPD) efficiency by investigating four novel contextual variables. Based on a survey of 193 NPD projects in information technology firms located in Taiwan, we used hierarchical moderated regression analysis to test our research hypotheses. The results reveal that the rel...

In today’s highly competitive marketplace, technology-driven organizations widely adopt decentralized profit-center business model. In order to complete a series of new product development (NPD) activities on time and within budgetary constraints, the NPD managers need an objective benchmarking approach to gain accurate perception on the relations of resource allocations, profits, costs and tim...

New product development (NPD) teams enhance their change of success when they process rich and diverse market information. However, processing market information in really new NPD is subject to high levels of uncertainty and often conducted under high levels of teamautonomy. Prior research focused on intra-team factors, such as cross-functional integration, affecting market information processi...

Successful new product development (NPD) activities need high amounts of new knowledge from a variety of different sources. When the NPD activities are seen as a process of knowledge accumulation, two knowledge processes are identified: knowledge acquisition and knowledge utilization. This study focuses on the process of knowledge acquisition from external knowledge sources in the NPD of SMEs. ...

This article analyzes the link between the use of concurrent engineering (CE) and success in new product development (NPD) under varying conditions of uncertainty and complexity—radical versus incremental innovations. Using linear regression, the results obtained indicate that overlapping activities, inter-functional integration and teamwork positively affect NPD performance in terms of develop...