A Cross-National Comparative Study of New Product Development Processes: Japan and the United States

Song, X. Michael; Parry, Mark E.

doi:10.2307/1251827

Cited by 409 publications

(440 citation statements)

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“…The combination of power and creativity should result in timely completion of high-quality NPD projects (Fleming et al 2007, Nerkar andParuchuri 2005). The existing NPD literature supports this assertion for the general NPD process (e.g., Sethi et al 2001, Song andParry 1997).…”

Section: Founders' Social Capitalmentioning

confidence: 96%

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

2012

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glilien@psu.edu} V olunteer users employ collaborative Internet technologies to develop open source products, a form of usergenerated content, where time to product release is a crucial measure of project success. The open source community features two separate but related subcommunities: developer users who contribute time and effort to develop products and end users who act as collaborative testers and provide feedback. We develop hypotheses concerning how the location of the project's founders in the social network of developer users, the interplay of developer users and end users, and project and product characteristics affect time to product release. We use data on 817 development projects from SourceForge, a large open source community forum, to calibrate a split hazard model to test the hypotheses. That model supports the two-community conceptualization and most of the related hypotheses. The results have theoretical and managerial implications; for example, a pivotal position of founders in the developer user community can reduce time to product release by up to 31%, and projects in which users are more engaged can experience an 11% shorter time to product release compared with those projects in which they are not.

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Section: Founders' Social Capitalmentioning

confidence: 96%

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

2012

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“…Second, creativity results in product differentiation, which is an important determinant of a firm's performance (Andrews and Smith 1996;Song and Montoya-Weiss 2001;Parry 1997a, 1999). Product differentiation is viewed as the degree of an NP's superiority relative to competitive products in terms of uniqueness, quality, cost effectiveness, and technical performance (Cooper 1979;Song and Parry 1997a, b).…”

Section: Why Is Creativity Important In Marketing Strategy?mentioning

confidence: 99%

“…Product differentiation is viewed as the degree of an NP's superiority relative to competitive products in terms of uniqueness, quality, cost effectiveness, and technical performance (Cooper 1979;Song and Parry 1997a, b). Creativity that focuses on meaningful differentiation provides a competitive advantage because product differentiation improves the performance of a firm by enhancing its customer loyalty and satisfaction (e.g., Andrews and Smith 1996;Sethi, Smith, and Park 2001;Song and Montoya-Weiss 2001;Parry 1997a, b, 1999).…”

Section: Why Is Creativity Important In Marketing Strategy?mentioning

confidence: 99%

Market Orientation, Creativity, and New Product Performance in High-Technology Firms

Workman

2004

Journal of Marketing

871

739

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The ability to generate and market creative ideas in new products (NPs) and related marketing programs (MPs) in response to changing market needs is key to the success of a firm. This research examines the mediating role of NP and MP creativity between market orientation and NP success. The authors investigate (1) whether market orientation facilitates or inhibits creativity, (2) whether creativity influences NP performance, and (3) how to define and measure creativity in the NP development and launch contexts. They use a two-stage sampling frame to collect 312 sets of responses from managers and NP team leaders and thereby address the potential for common method bias in measures of creativity and NP performance. The findings indicate that NP and MP creativity mediates the relationship between market orientation and NP success. The authors also show that the meaningfulness dimension, rather than the novelty dimension, of creativity is of greater importance in explaining the link between market orientation and NP success. The empirical results provide significant theoretical and managerial implications for NP strategy.

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“…In turn, this diminished importance enhances the probability of project failure. Decreased creativity Amabile and Fisher 2000) as well as reduced commitment of the leaders (Song and Parry 1997) and employees (Amabile and Fisher 2000) of the project and team members can all lead to lower performance of the entrepreneurial project.…”

Section: Intelligent-failure Management Through Normalizationmentioning

confidence: 99%

Entrepreneurial Cognition

Shepherd

Patzelt²

2018

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A Cross-National Comparative Study of New Product Development Processes: Japan and the United States

Cited by 409 publications

References 0 publications

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

Market Orientation, Creativity, and New Product Performance in High-Technology Firms

Entrepreneurial Cognition

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