Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team

New product development (NPD) in small and medium-sized enterprises (SMEs) virtual team has not been systematically investigated in developing countries. Literatures have shown no significant differences between traditional NPD and virtual NPD in general. New product development especially for SMEs virtual team are somewhat lacking in the literature and constitute a research gap. This paper aims to bridge this gap. This study first reviews the NPD and its relationship with virtuality and then identifies the critical factors in definition of NPD in SMEs virtual team. The statistical method was utilized to perform the required analysis of the data from survey. The results are achieved through factor analysis at the perspective of NPD in some of Malaysian and Iranian manufacturing firms. The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines which hopefully will help managers of firms in developing countries to consider the main factors in NPD.Survey Finding, New Product Development, Factor Analysis, Virtual Team

An integrated new product development model for the Turkish electronics industry

The aim of this study is to report on an integrated model of new product development (NPD) and the analysis of factors, which have a significant effect on new product development success. First, an integrated NPD model based on past research findings and suggestions of several researchers is built. A three-step model is constructed and is tested through a series of statistical tests and analysis. The data for the testing of the model is provided by an empirical study conducted in the Turkish electronics industry. Some practices for successful NPD are suggested

The importance of a new product development (NPD) process: getting started.

In order to achieve a successful new product, and certainly the successful implementation of a new product into a company, it is necessary to have a structured and documented approach to New Product Development (NPD), therefore providing a clear roadmap for the development of new products. This review highlights the NPD process, from concept to consumer, and what the key success drivers are, such as; the quest for real product superiority and success, and the need for cross-functional teams; in order for a company to succeed and use new products as a source for competitive advantage

New Product Development (Npd) Process In Subsidiary: Information Perspectives

Information is an important resource for new product development (NPD) process in subsidiary. However, we still lack of research to analyze NPD process from information perspective in subsidiary context. This research is an exploratory research and it exploited 8 cases of NPD process in consumer goods subsidiaries operating in Indonesian market. Three types of information have been identified and analyzed NPD process; global, regional and local information. The result of this research reveals that new product will be resulted is determined by the type of information used. This research reveals four new product typology using information types. The semi-structured interview and archive studies generate global, regional, integrated and local NPD process. Each process has its own characteristics such as type of information used and interaction pattern among subsidiary-regional office-headquarte

Critical factors for new product developments in SMEs virtual team

Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME’s virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD.Survey findings, new product development, factor analysis, virtual team

A collaboration framework to support decision making in new product development with the supply chain

Management use the supply chain features more frequently, as the increasing rate of product introduc-tions demands more efforts from a business to deliver new products effectively and efficiently. To produce products at the targeted cost, time, and quality, the supply chain must be aligned with product development processes. This will allow manufacturing firms to overcome problems such as (partially) failed product launches due to the lack of timely provision of parts and systems caused by insufficient capacities in the supply chain. With integrated New Product Development (NPD) and Supply Chain Management (SCM), enterprises have the benefit of increased supply chain capability, thus increasing the effectiveness of new product introduction and improving their overall performance. In this re-search, the authors have tried to link NPD of an automotive manufacturer to its global network of suppliers. The integration points in the integrated NPD and SCM framework will provide guidelines to identifying where critical decision are made in collaboration with the supply chain

Configurations Driving NPD Performance Fit with Market Demands and Time Constraints

The research reported in this paper is aimed at developing knowledge on organizing NPD systems to optimize their contribution to performance. To this end, a systems approach to fit is used to explain the context-structure-performance relationships for NPD performance, specifically in terms of fit with market demands of the product concept and fit with time constraints of the development process. From a sample of 164 US firms, the top 15 % performers in terms of both fit with market demands and fit with time constraints have been identified. An optimized ‘Ideal Profile’ for the organization of NPD systems, formed by a consistent pattern of: NPD Process, NPD Project Structure and Management, Innovation Climate, and NPD Goal Setting and Portfolio Management, followed from the analysis of the NPD configuration of these top performers. For the calibration sample (the other 85%) significant deviation from the ideal profile on all elements of the configuration was found, the correlations between NPD Performance Fit with Market Demands and Fit with Time Constraints and total Euclidean distance are also significant. Overall, these results provide evidence for the proposition that (1) new product success is a function of a set of NPD development system decisions and (2) to truly understand the impact of those decisions, they must be considered as a holistic system.\ud The contribution of this research is in the empirical validation of the internal consistency of an ideal organizational profile for NPD systems achieving both a high NPD performance in terms of market acceptance of their new products as well in terms of the satisfactory level of the development times of those products. By also examining ideal profiles for each of these NPD performance dimensions separately, the conflicting demands created by multiple performance metrics are highlighted as well as the organizational trade-offs necessary for optimal performance. In terms of managerial implications, this also gives direction for organizational redesign to firms either wanting to maximize their product concept (Fit with Market Demands) or development process (Fit with Time Constraints) performance

Critical Factors for New Product Developments in SMEs' Virtual Team

Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME’s virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD

Extended Model of Managing Risk in New Product Development Projects

The aim of this research was to study new product development (NDP) projects-related risks and the literature in this field, as well as to develop a specific extendedmodel of managing risks in npd projects, which will consider the nature of npd projects. Data were collected with the help of the developed questionnaire, and project managers with several years of experience in the field of NPD projects were included. The data and hypotheses were tested with the use of statistical methods. Results of the study show that for NPD projects, it seems to be crucial to plan risks in the early stages of the project, especially focused on the definition of the technical requirements for the product and the related clear project objectives. Poorly defined technical requirements for the product present an important risk related with the design uncertainty of the product. The more imprecise the technical requirements for the product before the project starts, the higher is the design uncertainty of the product after its development. Unclear project objectives have a significant effect on the time-delay of NPD projects. The more imprecisely the project objectives are defined before the project starts, the greater is the time-delay on the NPD project.project management risk, factors, product development, planning, model

The role of the user and the society in new product development

Within the knowledge-based economy several institutions are involved in product innovation processes. Literature study has shown that the most researched and cited are the industry-universitygovernment relations, presented in the Triple Helix model of institutional relations within new product development (NPD). Based on a case study of the Academic Virtual Enterprise, we have put the sole input of these institutions in NPD into question. We have tested and supported the claim that the user and the society are equal partners in the product innovation process. We have put forward the Fourfold Helix model that features a new formation of institutional relations where special focus is placed on the involvement of the user and the society in NPD