Improvisation is an important firm competence in product innovation as firms increasingly face inherent uncertainty in new product development (NPD) process and frequent jolts in the external environment. While there is some empirical and conceptual work on the value of improvisation for several new product outcomes, there is lack of empirical research on the antecedents of improvisation in innovation studies. We attempt to address this gap by studying the role of team variation and team convergence traits in the occurrence of improvisation in a sample of 118 NPD teams from manufacturing firms.

The purpose of this paper is to understand how customer relationship termination (i.e., preparation and process), alone or in combination with customer involvement, contributes to the new product development outcome. While termination preparation has a synergistic effect with customer involvement, the termination process has a trade-off relationship with customer involvement.

빠르게 변화하는 해외 시장 환경 및 소비자 니즈의 변화에 발맞춰, 기업의 혁신 전략의 중요성이 강조되고 있음에도 불구하고, 경쟁전략과 신제품개발속의 관계에 관한 연구가 많이 이루어지지 않 은 실정이다. 특히, 대기업에 비해 유무형 자원의 부족에 한계를 가지고 있는 중소기업에게 있어, 해외 시장 환경의 변화에 대처하는 경쟁전략의 선택은 중요한 의사결정 요소이며, 이러한 경쟁전략 은 신제품개발속도에 영향을 미치는 주요한 전략적 요인으로 작용한다. 이에 본 연구는, 차별화전 략과 비용우위전략이 신제품개발속도에 미치는 영향을 알아보고, 시장역동성이 이러한 관계에 어 떠한 조절효과를 미치는지 살펴보고자 한다. 이를 위해 한국 중소수출업체를 대상으로 설문을 진행 하였으며, 차별화전략과 비용우위전략이 신제품개발속도에 긍정적인 영향을 미치는 것을 확인하였 다. 나아가, 시장역동성이 높을수록, 차별화전략이 신제품개발속도에 미치는 긍정적인 영향은 커지 지만, 비용우위전략이 신제품개발속도에 미치는 긍정적인 영향은 약해지는 것을 확인하였다. 본 연 구는, 경쟁전략이 신제품개발속도에 미치는 영향을 제안하고 검증하였으며, 시장이 빠르게 변화할 경우, 경쟁전략의 긍정적인 효과가 달라질 수 있음을 확인하였다는 점에서 학문적 및 실무적 시사 점이 있을 것으로 기대된다.

AI가 시장의 패러다임을 바꾸는 새로운 혁신 기술로 주목받고 있다. 기업은 AI 의 기술적 이점이 잘 반영되면서 동시에 시장의 수요를 충족하는 방법을 적용하여 신제품을 개발해야 한다. 하지만 업계에는 이러한 요건을 충족하는 방법론이 부재하다 보니 기업들은 기존 제품개발 방법론을 이용해 AI 기반 제품개발을 추진하고 있다. 이로 인해 AI의 기술적 이점이 충분히 반영되지 못하거나 AI의 기술적 잠재성이 시장 가치로 연결되지 못하게 된다. 이러한 한계를 극복하기 위해 이 연구는 AI 기반의 신제품을 개발하기 위한 새로운 방법론을 제시한다. AI 혁신이 기존 방식과 다른 차별적 속성을 확인하고, 이러한 속성이 반영된 제품 설계 프로세스와 방법론을 제시한다. 이 연구는 AI 제품개발이 양손잡이 접근(Ambidexterity approach)을 지향해야 함을 강조하며, 테크놀로지 푸시(Technology push) 기반의 아이디어 생성, 마켓 풀(Market pull) 기반의 소비자 요구조건 분석, 제품 설계 구체화 등을 포함하는 AI 기반 제품의 설계(Design) 프로세스 및 구체적인 개발 방법을 제안했다. 이 방법론의 현 실 적용 가능성을 검증하기 위해 사례연구를 실시, AI 기반의 차량용 인포테인먼트 시스템 개발 전략을 도출한다. 기술적 가능성에 기반하여 13개의 혁신 아이디어를 생성했고, 카노 (KANO) 분석과 TOPSIS의 결합에 의한 소비자 요구조건 분석을 통해 총 6개의 신제품 개 발 전략을 도출했다. 이 연구제서 제안하는 방법론은 기업이 AI 기반의 혁신제품을 통해 신 시장을 개척하거나 기존 제품의 고도화를 통해 시장 확장을 펼치는 데 유용하게 활용될 수 있다.

The nature of NPD is conducive to SMEs improvising at all stages of the process. This has the potential to create new knowledge, which, if retained and harnessed, can then be applied at higher strategic levels within the firm. This paper examines this phenomenon, through a preliminary qualitative study.

The purpose of this study is to provide the priority of the front-loading factors in the design stage of the automotive parts development process in order to efficiently and effectively respond to the demands of the car maker (customer). Front-loading is defined as a strategy in order to improve development performance by shifting the identification and solving of design problems to earlier phases of a product development process. Two approaches of the front-loading are project-to-project knowledge transfer and rapid problem solving. For the study, a survey was conducted on the R&D department in the automobile parts company and analyzed by AHP (Analytic Hierarchy Process) method. The result of the survey shows the cost savings is the highest weight in terms of front-loading effect and in terms of front-loading factors, it gives priorities as “the problems of past project” first, “Design Review” second, “CAE (Computer Aided Engineering)” third, “FMEA (Failure Mode and Effects Analysis)” fourth, “benchmarking” and SR (Sourcing of Requirements). The results of the study will be helpful to provide practical value for improving product design of component development.

In this paper, we identify risk factors that are likely to occur during the lifecycle of a new product development (NPD) project from the literatures, and identify the three objectives or three constraints that will ultimately be achieved for project success in the ICT industry : performance (scope/quality), schedule (time), and cost. Firstly, we interviewed the project experts to classify the risk factors according that the final project objectives are changeable based on scope/quality, time and cost budget constraints. Secondly, the survey for pairwise comparisons between the risk factors was asked to the project managers and members who had ever actually participated in the NPD projects of ICT industry to determine the priority ranks on relative importance using AHP (Analytic Hierarchy Process). The risk factors negatively affecting the goals of projects were analyzed by using the AHP respectively in four project stages during the life cycle of the project. The comparison of risk factors within each stage is a different approach unlike the literatures which have covered project’s overall risk assessment. There is an advantage that risk management can be effectively performed with priorities according to each stage from the start to the end of the project. In other words, it is necessary to identify what risk factors will occur in each stage, and to have ideas at each stage with the priorities so that they can be mitigated and eliminated before actual occurrence. As a result, risks on scope & quality changes were found to be the most important considerations for initiative stage of NPD projects in the ICT industry, whereas in the final stage, risks on schedule (time) changes were the most important priorities. Among the ICT industry product categories, ‘communication and broadcasting devices’ and ‘IT and communication based devices’ generally have a high priority in terms of risks on scope & quality changes when initiating the project. At the closing stage of the project, however, considering that schedule (time) changeable risk is getting higher, these products tend to target at B2B market rather than B2C because the new products must be delivered and launched in time as customer firm required.

The global apparel manufacturers have produced apparel and textiles to meet consumers’ needs. Recently, they have applied the sophisticated technologies and more effective organizational systems to improve the efficiencies in apparel product development and their applications have led to enhancement of consumers’ satisfaction (Kunz, Karpova, & Garner, 2016). In this study, we identified novel approaches of product innovation strategies including technological innovation and organizational effort which a representative mass-scale Bangladeshi apparel manufacturer, Ananta Group has practiced. For data collection, in-depth interviews were conducted with four managerial staffs who were managers and assistant managers working at the research and development (R&D), production, marketing and quality control departments in Ananta Group. The interviewees were male employees having degrees higher than bachelor’s degree in textile engineering. Their work experience years ranged from 5 to 15 years within their respective fields and their ages ranged from 28 to 55 years (m=40). Qualitative approach was used to analyze the data. It was found that Ananta Group has used innovative technologies such as advanced softwares, process systems and machineries in new product development and its organizational effort of running specialized teams of design, new product development, and marketing activities has enhanced technological innovation. These findings provide global apparel manufacturers with valuable information on how product innovation strategies for new apparel development are important and what technological approaches can be used to accomplish it.

The impact of customer involvement in NSD on customer loyalty is still unknown, because most studies examine loyalty perceptions of only active participants in co-creation, while the few studies involving co-creation observers provide conflicting results. Research is also limited, as it measures user participation only at the design level, while customers are empowered to participate at all NSD stages. This study contributes to the literature by developing a model capturing the various levels of customer involvement in NSD co-creation and then, measuring its impacts on two type of user loyalty: brand loyalty and loyalty on innovation community. Data were collected from users of the Domino’s Mogul pizza toolkit empowering them to participate in all NSD stages and also to become pizza entrepreneurs by designing and selling their pizzas. Findings comparing the brand loyalty and the innovation community loyalty perceptions of users with various levels of co-creation involvement provide useful insights.

Cewebrity is somebody who is only, or perhaps mostly famous through their presence on the Internet, an internet person who crosses over to the mainstream, so called web celebrity or Internet celebrity. Recognizing that Internet celebrities’ participation will bring about improvements of company performance, marketers have considered them to be new source of innovation dedicating to company’s success. For example, fashion companies believe that Internet celebrities have good innovation ideas on clothing collocation or even fashion design. Given the relevance of Internet celebrity in practice, researchers have begun to address its merits (Stever and Lawson, 2013). However, it is not yet a well-established field of academic inquiry, because Internet celebrity’s specific characteristics has not been well developed yet. Based on the nature of Internet celebrity as consumer, the theory of customer value co-creation is appropriate to explain these new generated celebrities’ activities in new product development. Activities of Internet celebrities in value co-creation can be shown as communication, idea conception, and product design (Genc and Benedetto, 2015). The current study mainly focuses on the effects of fashion internet celebrities on whole process of product development including product design, production, and commercialization by developing the scale of internet celebrity’s attributes under the perspective of customer value co-creation. Theoretically, the study fills up the research gap that no prior research develops the scales of Internet celebrity and test its effects on new product development. Practically, our work is highly useful for marketers understand the effects of Internet celebrity, thus developing appropriate strategies to utilize them.

Introduction In the past study, the relationship between the power structure of marketing and research and development (R&D) and NPD performance was not consistent (Atuahene-Gima & Evangelista, 2000; Engelen & Brettel, 2012; Li & Atuahene-Gima, 1999, 2001). The inconsistency may result from each study in different industrial contexts. It reflects every NPD project faces different environmental uncertainties. Furthermore, we adopt the external control perspective to glue power structure and NPD performance under a certain external environment together. Therefore, this paper tends to fulfill the gap of prior study, and the main objective of this research is to investigate whether the power structure of marketing and R&D functions have different linear relationships under the different level of environmental uncertainty. A NPD team is like a cross-functional organization that the NPD team is composed of multiple functions, and it has independent budgets. The members in the team will allocate their limited resources like budgets or positions to respond environments and to maximize profits. Theoretical Development When a NPD team faces the high market uncertain situation, marketing function can gather more resources because of its own power. Thus, R&D members in a NPD team may have less determination in the process of NPD. Even though they create a new product, marketing specialists make most decisions in the NPD team. According to function’s contribution argument, the more contribution of a certain function to the NPD process, the more positive related to the new product success (Atuahene-Gima and Evangelista, 2000; Atuahene-Gima and Luca, 2008; Li and Atuahene-Gima, 1999). Therefore, the current study proposes the hypothesis1 described below: H1: Market uncertainty will strengthen the relationship between power structure leaned to marketing and NPD successes. When a NPD team encounters the fast technological change situation, R&D function has more resources because of power. New product teams, however, usually have scare resources, so that another important function like marketing will have fewer resources than R&D function. Thus, marketers in a NPD team may have less determination in the process of NPD. The marketers may have some influence on launch stage like sales and promotion or distribution channels (Hsieh et al., 2008), but R&D specialists make most decisions in a NPD team. Therefore, the current study proposes the hypothesis2described below: H2: Technological uncertainty will strengthen the relationship between power structure leaned to R&D and NPD successes. Eisenhardt and her colleagues indicated that the organizations in high velocity environments have better performance when they decentralize the power structure (Eisenhardt, 1989; Eisenhardt and Bourgeois, 1988). They also described that this firm tended to introduce a new product line, and that its channel partners were fighting with each other by price wars but the dominant marketing function did not have enough time to perform its regular job. To maintain its power and resources, the dominant function may highlight its importance, so it will withhold external information and enable other members to perceive the external environment what dominant function expect them to perceive. When organizations find a lot of environmental changes, it is too late. Therefore, in the beginning organizations adopted decentralized power structure, and allocated resources equally. The members in organizations may not snatch resources, so they may not take political actions also. For the specialists in new product development team, they could not control their unique knowledge to withhold the information and to satisfy their own self-interests. Therefore, the relationship between marketing and R&D power distribution in a NPD team and new product financial performance is weakened in high velocity environments (Eisenhardt and Bourgeois, 1988). The hypothesis3 in the current study is below: H3: the relation between the power distribution in new product development teams and new product development successes is inverted U curve under the high technological and market uncertainty. Coping environment could rely on top manager’s backgrounds like marketing, technology or finance (Hambrick and Mason, 1984). To maintain the status of the dominant function, the dominant function will lead the organization to identify the important problems related to its function. In order to ensure keeping their power, moreover, the dominant function could institute some regulations or create norms. According to resource dependence perspective, if an organization has higher the formalization of power, the dominant function could gather more resources because of legitimacy. Further, the higher formalization of power may strengthen the relationship between power distribution and performance. Thus, our hypothesis 4 is below: H4: Under the higher formalization of power in a new product development team, the stronger relationship between the marketing and R&D power distribution and new product performance than under the lower degree of formalization of power situation. Research Design The current study used questionnaire survey and purposive sampling method to collect data. In order to eliminate the bias of common method variance (CMV), this study conducted multiple sources including project managers, the member charging marketing, and the member charging R&D to administrate questionnaires differently. In order to avoid selection bias, this study, moreover, asked the informants select the most recent new products developed and launched for minimum of twelve months. We sent three types of questionnaires to project managers, the member charging marketing, and the member charging R&D respectively. The current study sent questionnaires to 112 firms, and 69 firms are returned. The response rate is 61.61%. At new product level, there are 207 new product projects, and 100 firms are returned. The response rate is 48.31%. We also do tests of bias due to nonresponse which were conducted by using a comparison of early to late respondents’ all variable means (Armstrong & Overton, 1977). No evidence of a bias was found. The current study applied Moorman’s (1995) operationalization of new product performance is that the extent to which the product has achieved the objective of market share, sales, return on assets, profit margin, and return on investment during the first 12 months of its life in the marketplace. These items were used a 7-point Likert scale where 1 was “low” and 7 was “high”. This research adopted Homburg et al. (1999) scale to measure the power structure between marketing and R&D functions by using 100-point constant-sum scale for each NPD issue, and other previous studies also used issue-based perceptual power scale (Enz, 1989; Hinings et al., 1974; Pfeffer, 1981; Verhoef and Leeflang, 2009). The current study adopted Jaworski and Kohli’s (1993) scale to measure market and technological turbulence. The items were used a 7-point Likert scale where 1 was “extremely disagree” to 7 was “extremely agree”. In order to rule out other effects, we controlled industrial category, firm age, the number of marketing and R&D members involved in the NPD process, environmental hostility. Result and Conclusion The first finding is that under low market uncertainty and high technological uncertainty, balance of power structure tends to swing to the side of R&D function, and achieve better in NPD performance. Take IC design of High-tech industry as an instance, NPD project ends to perform better when the balance of power structure swing to the side of R&D function. The second finding is that under high market uncertainty and low technological uncertainty, NPD formalization helps to strengthen the relationship between marketing and NPD performance. Take frozen dessert in the food industry or leisure and sports fabrics in the textile industry as examples, formalization of NPD process can help marketing-driven NPD projects perform better in market. These findings advanced the understanding of the relationship between the power structure of marketing and R&D and NPD performance, rather than focusing on a single function, marketing or R&D. Furthermore, examining the relationship between the power structure of marketing and R&D and NPD performance in different environment uncertainty situations explained the inconsistency of the relationship between the power structure of marketing and R&D and NPD performance in past studies. Finally, this research conditionally supported the moderating effect of NPD formalization on the relationship between the power structure of marketing and R&D and NPD performance, and this exploration never been found.

The new businesses started by the companies usually results in being unsuccessful. The main reasons for that are either aiming targeting wrong customers, unsatisfaction of customers’ requesting quality standards, or taking wrong actions against the competitors in the market. Therefore, companies should aim the targets for the newly developing products based on the fulfilling values for the customers when they start the new businesses, and should take good cares for risk managements at the each step of the new business to prevent the failure in advance. In addition to that, the companies starting new businesses not only need to take the customers attributes (CA) into account, but they also should apply the new technologies as one system to initiate a new business to satisfy the basic wants of the customers. This article suggests the New Product Development Pursuing Model using the Indicative Planning methodology and the Quality Management tools. The New Product Development Pursuing Model would be completed by the following steps as below; 1. Drawing the CTQ (Critical To Quality) for setting up the new product development objectives by : i) using the VOC (Voice Of Customers) obtained by the QFD (Quality Function Deploypment) if the market is mature, ii) applying AHP (Analytic Hierarchy Process) to information in the QIS (Quality Information System) if the market is unmature to get enough need information of the customers. 2. Risk Management in NPD : The NPD pursuing model consisted of the IP (indicative planning) is suggested not by the process of top-down-way mandatory planning process, but by the tools used in the administrative science and economic fields, namely by governance. The companies could apply innovative methodology for new products development processes to fulfil the customers satisfaction in the fields, through the CA (Contingency Approach) of the NPD (New Product Development) process.

본 연구는 국내 수출중소기업의 시장지향성, 브랜딩역량, 신제품개발역량 및 경쟁우위 간의 관계를 살펴보고 이들의 관계가 수출하는 제품유형에 따라 상이하게 나타나는지 살펴보고자 하였다. 이를 위해 대한상공회의소의 DB를 바탕으로 수출중소기업을 대상으로 설문조사를 실시하였으며 총 407부가 실증분석에 이용되었다. 경로분 석을 실시한 결과, 시장지향성은 신제품개발역량 및 수출경쟁우위를 제고하였으며, 신제품개발역량은 경쟁우위에 긍정적인 영향력을 미쳤으나 브랜딩역량은 유의한 영향력을 미치지 않는 것으로 나타났다. 제품유형에 따른 변수 간 관계의 차이를 검증하기 위해 다중집단 경로분석을 실시한 결과, 신제품개발역량, 브랜딩역량 그리고 경쟁우 위에 대한 시장지향성의 긍정적 영향력은 산업재 수출기업보다 소비재 수출기업에 대해 더 높은 것으로 나타났으 나, 경쟁우위에 대한 브랜딩역량의 영향력은 소비재 보다 산업재 수출중소기업에게 더 높은 것으로 드러났다. 또 한 산업재와 소비재 기업 모두에 신제품개발역량은 수출경쟁우위를 차지하기 위한 중요 요인으로 밝혀졌다. 본 연구결과는 수출중소기업의 해외시장 경쟁력 제고를 위한 시사점을 제언한다는 점에서 의의가 있다.

The New Product Development (NPD) in the textile industry is peculiar, as it follows constraints that are particular to the fashion business. A qualitative study comprising 45 interviews were conducted in a South American textile industry and results showcase that fashion forecast, pressure for newness, and cost reduction are relevant matters. Introduction The textile industry follows a particular cycle for New Product Development (NPD) as it answers the demand from the fashion industry. Fashion supply chain is fragmented, as the production process is fragmented with companies playing different roles in the production cycle. There are companies that uses the raw material to produce yarns that will be transformed into fabrics, which then it is transformed into clothes, through process that may be a single sewing to complex process that demands intermediate process such as industrial washes. These clothes are sold to consumers through various selling channels, such as stores, retailers, e-commerce, and even door-to-door. Usually one company plays only one of these roles in the supply chain, what makes the production plan to be fragmented amongst several different companies in the supply chain (Şen, 2008). After globalization, this supply chain became even more complex as each chain may be located in different parts of the world, due to production costs and optimization. This scenario results in a supply chain that demands several planning skills, that works, sometimes, with extensive production cycles. (Thomassey, 2014). But, as Christopher, Lowson, & Peck (2004) noted, the supply chain in the fashion business must be agile to respond to changes in demand from consumers, which often occurs, and it can be also very complex as clothing is a way for consumers to either differentiate or fit in society, and the rules to be in or out of society patterns changes fast (Cholachatpinyo, Fletcher, Padgett, & Crocker, 2002a, 2002b). Due to this complexity and richness of information, the production cycle in fashion business has been extensively studied in the literature (Alexander & Contreras, 2016; Aung & Sha, 2016; Oxborrow & Brindley, 2014) but authors often use a wide perspective to grasp an overview of the supply chain they are studying, using market data and information, or gathering general information from companies that are present in the fashion supply chain. Authors focused their analysis in the supply chain itself, and we could not find studies that focused on the perspective of the product development task in the challenging context of fashion business. There are some characteristics from the fashion business that differentiate New Product Development (NPD) from a classical Business to Business (B2B) scenario. In a brief description of the fashion business production system, we see that it starts with the production of raw materials that varies from natural fibers (e.g. cotton, silk, linen) or artificial fibers (e.g. polyester, nylon, elastane) that are then spinning into threads that may contain one or more different fibers. These threads are then transformed into fabrics through several different weaving techniques, and then it may go through some finishing treatments (e.g. dying, washing), and then it goes to garment manufacturing where garment makers produce clothes for their own brands or for third-parties brands. These clothes are then sold to consumers through various channels (e.g. retail stores, electronic stores). If we analyze this brief description we can see that fashion may influence in all parts of the production cycle, including the demand for raw materials: if denim products are in vogue, then there is a growing demand for cotton products, if sportswear is in vogue, then the demand improves for artificial fibers, and so on. One other thing that should be noted is that usually each part of the production cycle is performed by a different company: the most common scenario we see in the textile industry includes companies that produce only threads, and sell these threads to textile companies that produce fabrics to sell to garment makers that produces clothes to sell to brands to sell them to consumers. There are some companies that integrates two or more parts of the production cycles but they are the exception, not the rule. This fragmented production process combined with the fashion influence result in long production cycles: a designer’s idea may take from three to eighteen months to be available to consumers, depending on the production channels assessed by the designer. These characteristics showcase how NPD in the fashion business may be complex and therefore it should be investigated further in the literature, and this is the objective of this study. In order to do that, we researched the specific literature in NPD that is vastly discussed in literature as it is responsible for creating, managing and releasing products that are both appealing to customers and profitable to the company. (Brown & Eisenhardt, 1995). Understanding what makes an NP succeed in the market has been on the marketing agenda for a long time, including the fashion business (Alexander & Contreras, 2016; Clarke, 2012; Thompson & Haytko, 1997). One interesting point of view is to understand the predecessors of NP success in the market. Henard & Szymanski (2001) conducted a meta-analysis of 60 studies focused on the antecedents of NP success and proposed a list of 24 predictors of NP performance, which they grouped into four categories: (i) product characteristics, (ii) firm strategy characteristics, (iii) firm process characteristics and (iv) marketplace characteristics. We selected the most relevant predecessors discussed by Henard & Szymanski (2001) and Song & Xie (2000) to use as a basis for a script for interviews with NPD professionals. Methodology We conducted in-depth interviews with 45 professionals from different areas that participate in, or are impacted by, NPD process in a South American textile industry. From now on we will call this company “Southex”. These interviews offered a deep understanding of the perspective of NPD professionals, both insiders (professional that work in the NPD team) or outsiders (professional from departments that work as an internal supplier or client for the NPD team). Southex is one of the biggest textile producers in the world, with producing units in Latin America, commercial offices in Europe, Asia, and America. Sales are over U$ 1 bi/year, and the company employed more than 8,000 people in 2012, when this study was performed. Their main market is Latin America where fashion seasons are in opposition to the ones in the North part of the globe, home of the fashion trendsetters for global macro trends (Europe, USA, and Japan). This leads to a one-year postponement of fashion trends, so when something is released as a fashion trend for summer in Europe, it will be considered a trend for summer one year later in Latin America. Southex NPD team had 12 exclusively dedicated professionals as of 2012. Southex launches products in the market with the concept of collections, when the company releases a group of NPs in the market. Every year, the company releases two collections in the market. It usually takes up to six months for NPD team to complete and launch a new collection. Research into fashion trends, commercial needs and technological improvements available in the market are the main sources the company uses to develop NP. Prior to launching a product in the market, the NPD team needs to test its production process in order to guarantee that the product can be produced on a large scale at competitive costs. Every collection is launched as a sample of fabrics that will be produced 4-6 months in the future. If a collection is released in January, the products that Southex is launching will start to be produced in June. So their clients, mainly garment makers and fashion brands, need to coordinate their production chain to start receiving these fabrics after June. Considering the production cycle in these garment makers, it is estimated that the clothing produced with the fabric launched by Southex in January will be delivered to retail stores (and then available to the consumer) in November, almost one year after Southex has launched the fabric in the market. In order to gather a deep perspective of all matters related to NPD we interview 45 professionals, totaling over 1,600 hours of recorded interviews. 12 insiders, comprising 100% of the team available at that moment, and 33 outsiders from departments such as Marketing, Sales, and Technical Support. Their positions ranged from analysts to directors.. All interviews followed a predefined script of topics. Interviews were transcribed and sent to the corresponding professional for validation, during which they could ask for adjustments. 12 professionals asked for changes in the transcription and we used the changed and approved text, together with the 33 unchanged texts in this analysis. Results and Discussion All texts were then codified according to content, which involved identifying similar topics and applying codes to facilitate analysis of the interviews. Using the predecessors of NP success has facilitated our understanding of the matters related to NPD at Southex. By formatting the presentation of information gathered in the interviews with the predecessors we were able to see the main issues found in NPD. In total, there were 421 mentions codified. After analyzing the codification of the interviews, we can see that Cross function is the main topic addressed by respondents. This is due to the relationship that the flow of NPD activities in the company. As we can see, there were several issues related to the relationship of NP team with the outsiders and that communication amongst insiders and outsiders needs to be improved. There are some context-specific content that appeared as relevant in the analysis of these interviews: insiders are worried with the pressure they feel to forecast fashion preference for products. They say that fashion industry is constantly demanding new technologies, new products, and this has been creating a pressure to accelerate product development they think it is not healthy to the system. Also there is a general worry (insiders and outsiders) with the pressure for price reduction in basic products. Some products are considered basic and are included for several collections (interviewees mentioned that some products are included in more than 15 successive collections) and for these products instead of demanding for innovation, there is a demand for price reduction which leads outsiders to perform tests to substitute materials or changes in the production to reduce costs without prior knowledge from NPD team, which causes several problems in the organization. It is important to point out that even though we used only one company in this study, it was a complete and deep perspective, as we were able to collect high quality data with all 45 professionals that are directly or indirectly related to NPD in the company. Also, as Southex works as a thread and fabric producer, it showed us an insider perspective about the textile supply chain in the fashion business. Even though the exploratory study presented the reality of a firm in an extensive and very detailed way, it may not reflect the full complexity of other organizations in the market; thus, caution is advised if applied in a market that differs deeply from the scenario presented in this study. However, it is also important to remember that this is a qualitative approach where generalization is not expected, and the attention for details is important.

With the development of information technology, the market situation is changing more rapidly than ever. The change is most rapid in the preferences and lifestyle of consumers. For companies to survive in such an environment, it is indispensable to develop innovative and competitive new products by better understanding the needs of consumers. Any novel and meaningful idea of a new product basically originates from knowledge, which plays an important role in the performance of new products because it is the most valuable asset for a business entity. In this study, the author considers the knowledge sharing process as a dynamic aspect based on the term “knowledge,” carrying a static meaning as used in the existing research. The nature of the knowledge sharing process pertaining to new product development has been largely divided into three terms and then re-established. The author focuses on a new product development team as the subject of sharing and providing knowledge on new products, and regards the solution to problems that may arise in the development process as the stability of the team. The moderating effect was examined by the relationship between the type of knowledge sharing process and the outcome of the new product with the variable of team stability. The results indicate that the convergence and similarity of the knowledge sharing process affect new product performance as positive variables, whereas the tacitness of the knowledge sharing process does not lead to a significant result in terms of performance of new products. This study also shows that the stability of the team has a positively direct effect on the outcome of the new product. Thus, the convergence process of various kinds of knowledge positively affects the diversity and innovation of new product concepts. Moreover, the same recognition area or shared goal awareness and sense of responsibility play important roles in the performance of the new product. The moderating effect of team stability between the type of knowledge sharing process and new product performance is described in the convergence and tacitness of the knowledge sharing process. In the process of merging existing knowledge with new knowledge or sharing embedded knowledge in the members with, the activity wherein the members of the NPD team communicate and collaborate with each other over a long period of time will provide opportunity to improve the performance of the new product. The purpose of this paper is to examine the relationship between the type of knowledge sharing process, the stability of the team, and new product performance. Academic and managerial implications and the directions for future research are discussed as well.

Performance in new product development projects influences companies’ success and competitiveness. Co-development is one possible pathway for companies to develop new products effectively in cooperation with their customers. However, there are multiple factors affecting the outcomes of such cooperations. In this research, we develop a new and comprehensive conceptual framework that explains success of co-development projects in B2B. As part of this framework we integrate multiple relevant underlying mechanisms. In particular, organizational design, cultural aspects, power structures within the project team, and how co-development is framed within companies are key drivers because of their high relevance for the success of co-development projects. This conceptual work contributes a conceptual foundation for further empirical research within the co-development area and has interesting implications for managerial practice. In line with this endeavor, the framework serves as basis for an ongoing data collection, which considers supplier project managers, supplier team members, and customers.

본 논문에서는 한국 제조기업들을 대상으로 역동적인 환경 하에 공급사와 구매 사의 신제품 개발 기술협력이 구매기업의 신제품 개발 프로젝트의 운영성과에 미치는 영향 에 관하여 고찰하였다. 한국생산성본부와 지식경제부가 공동으로 조사한 2012년도 한국 600 개 제조기업 조사 자료를 기반으로 회귀분석 방법을 사용하여 분석하였다. 독립 변수로 구매 사와 구매사의 주요공급사와의 신제품 개발에서의 기술협력을 사용하였고 종속변수로 구매 사의 신제품 개발 프로젝트의 품질달성률(quality), 비용절감(cost), 개발일정준수률(time)의 세 가지 운영 성과를 사용하였다. 환경의 역동성을 조절 변수로 사용하였다. 실증분석 결과 공급사와 구매사간의 기술협력이 신제품 개발 프로젝트 품질 달성율 제고에 긍정적인 영향 을 주는 것으로 나타났다. 그러나 예상과 달리 환경의 역동성은 오히려 공급사 구매사의 기 술협력의 신제품개발 프로젝트 성과에 모두 부정적으로 작용하는 것으로 나타났다. 이에 환경의 역동성이 높은 산업(통신기기산업)과 낮은 산업(조선산업)으로 분리하여 사후분석을 실 시하였다. 사후분석결과, 역동성이 낮은 산업에서는 구매사-공급사의 기술협력이 신제품 개 발 프로젝트 운영성과에 긍정적인 작용을 하지만 역동성이 높은 산업에서는 구매사-공급사 의 기술협력이 구매사의 신제품 개발 프로젝트의 운영성과에 부정적인 영향을 주고 있음을 발견하였다. 역동성이 높은 산업은 새로운 기술이 요구되는 경우가 많아 기존에 지속적으로 거래를 하고 있는 특정 공급업체와의 협력을 통한 축적된 학습효과 및 시너지를 누리기가 어 렵고 이에 주공급업체와의 협력이 프로젝트 운영의 효율성으로 연결되지 못하는 것으로 보 인다. 반면에 환경의 역동성이 낮은 환경에서는 기존의 공급업체와의 협력을 통한 축적된 협 력 역량 프로젝트 운영성과 향상에 긍정적으로 작용하는 것으로 보인다. 이는 신제품 개발 프로젝트의 속성과 횟수는 기업이 처한 환경과 밀접히 관련되어 있고 주 공급업체와의 기술 협력의 효과는 환경에 따라 다르게 나타나고 있음을 시사한다.