2018
DOI: 10.1108/ijqrm-08-2016-0122
|View full text |Cite
|
Sign up to set email alerts
|

Abstract: Purpose The purpose of this paper is to examine new product development (NPD) financial performance enablers through examining the roles of NPD capabilities improvement, NPD knowledge sharing and NPD internal learning in manufacturing organisations in Jordan. Design/methodology/approach Based on relevant literature review on NPD performance, a structured questionnaire was developed to collect data related to NPD performance measures. Questionnaires were distributed to a sample of 558 manufacturing organisati… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2

Citation Types

0
6
0

Year Published

2018
2018
2023
2023

Publication Types

Select...
8

Relationship

0
8

Authors

Journals

citations
Cited by 11 publications
(6 citation statements)
references
References 97 publications
(125 reference statements)
0
6
0
Order By: Relevance
“…In total, nine dimensions are determined. The identified dimensions had to be present across three main literature bodies: performance frameworks (Adams et al, 2006;Becheikh et al, 2006;Crossan and Apaydin, 2010;Dziallas and Blind, 2018), measurement of organisational factors (Cooper and Kleinschmidt, 1995;Chiesa et al, 1996;Verhaeghe and Kfir, 2002;Rogers et al, 2005); and, measurement of collection of practices (Panizzolo et al, 2010;Barczak and Kahn, 2012;Markham and Lee, 2013;Akroush and Awwad, 2018). As multiple internal and external elements affect companies' ability to perform the innovation process, the dimensions are divided into company-specific and contextual dimensions (Becheikh et al, 2006;Dziallas and Blind, 2018).…”
Section: Performance Dimensionsmentioning
confidence: 99%
See 1 more Smart Citation
“…In total, nine dimensions are determined. The identified dimensions had to be present across three main literature bodies: performance frameworks (Adams et al, 2006;Becheikh et al, 2006;Crossan and Apaydin, 2010;Dziallas and Blind, 2018), measurement of organisational factors (Cooper and Kleinschmidt, 1995;Chiesa et al, 1996;Verhaeghe and Kfir, 2002;Rogers et al, 2005); and, measurement of collection of practices (Panizzolo et al, 2010;Barczak and Kahn, 2012;Markham and Lee, 2013;Akroush and Awwad, 2018). As multiple internal and external elements affect companies' ability to perform the innovation process, the dimensions are divided into company-specific and contextual dimensions (Becheikh et al, 2006;Dziallas and Blind, 2018).…”
Section: Performance Dimensionsmentioning
confidence: 99%
“…Besides, several PIs within project and technology management still have a techno-centric bias, evidencing that more studies are needed to address non-technological innovations (Dziallas and Blind, 2018). Moreover, team elements such as synergy and team autonomy need to be further investigated (Akroush and Awwad, 2018). Finally, there is an absence of PIs to address service sectors, especially in the market and innovation environment dimensions (Markham and Lee, 2013).…”
Section: Performance Indicatorsmentioning
confidence: 99%
“…In the same line, new research on this issue has maintain this perspective (e.g. Rosell et al, 2017;Jin et al, 2018;Akroush & Awwad, 2018). Additionally, scholars have focused on some specific KT factors and have analyzed them isolated from the influence of other factors.…”
Section: Introductionmentioning
confidence: 99%
“…In order to take advantage from the knowledge generated during NPD, several scholars have studied the contribution of knowledge management strategies (e.g. Yam & Chan, 2015;Akroush & Awwad, 2018;Ayala et al, 2017Ayala et al, , 2018. When referring to NPD, one of the focus of knowledge management studies is the use of the generated knowledge to improve future or other concurrent projects.…”
Section: Introductionmentioning
confidence: 99%
“…Gaining customer loyalty is key to achieving repeated purchases which have a ripple effect on sale revenue, market penetration, and profitability (Bahri-Ammari, Haykel, & Chtioui, 2016;Taghipourian & Bakhsh, 2016). While studies have suggested firm-level competencies like innovation (Anning-Dorson, 2018), Customer relationship management (Itai & Onamusi, 2020), new product development (Akroush & Awwad, 2018), and marketing capabilities (Mu, Bao, Sekhon, Qi, & Love, 2018) as a way to address customer loyalty, this study proposed brand attachment mechanism as an approach to achieving long-lasting customer loyalty.…”
mentioning
confidence: 99%