A hierarchical framework of new products development: an example from biotechnology

Abstract

Many new products are based on new technologies, which may in turn be based on new scientific discoveries. The extant literature on new product development has focused on how a firm may successfully commercialize new products. There is a corporate cost associated with new product failure, which extends beyond the final product-manufacturing corporation to all the parties involved in the supply chain for the failed product. The new product development community has developed frameworks for managing the new product development process to minimize new product failure, notably by incorporating customer preferences into a cross-functional approach to new product design and by creating a set of decision points or stage gates. The focus of these has been on the latter stages of the new product development process. Besides corporate decisions, society and its various institutions play a role in the shaping of new products from knowledge discoveries. Identifies how other participants may indeed influence the development of new products. Permits a more deliberate understanding of the possible impact of aiding or preventing a movement up the development hierarchy and so a clearer understanding of the potential benefits and opportunity costs may arise.

Implementation of strategic green orientation in supply chain

“…Collaborative efforts of supply chain participants that include supplier development, coordination with suppliers and customers Birou and Fawcett, 1994;Helper and Sako, 1995;Alexandre et al, 2003;Cagliano et al, 2005;Rungtusanatham and Forza, 2004;Ketchen et al, 2008…”

High-Performance Product Management: The Impact of Structure, Process, Competencies, and Role Definition*

“…A few studies have examined the role of a product manager in specific industries like the pharmaceutical industry (Berek, 1998;Veloutsou and Panigryakis, 2001), retail financial services (Connolly, 2002;Harness, 2003;Strieter et al, 1997), and industrial markets (Cummings, Jackson, and Ostrom, 1984). However, the product management literature largely focuses on organizational practices related to new product development (NPD) and the various organization structures that firms can use for product management (Alexandre, Furrer, and Sudharshan, 2003;Cooper and Kleinschmidt, 2001;Crawford, 1997;Griffin, 1997;Mohr, 2001;Riek, 2001;Swink, 2002;Urban and Hauser, 1993). The emphasis of the literature has been on the product management process and the product-related factors that determine success or failure of new products.…”