Innovation and new product development in the UK medical equipment industry

Shaw, Brian

doi:10.1504/ijtm.1998.002620

Cited by 43 publications

(24 citation statements)

References 11 publications

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“…Once an idea is conceived, there are a number of crucial and arduous steps that every inventor or innovator must take to see his/her idea translated into a finished and marketable product. The whole process involves up to ten stages before the product is in use [5]; the main steps are outlined below.…”

Section: The Difficult Road To Successmentioning

confidence: 99%

Innovations, inventions and Dr Archie Brain

Liban

2012

Anaesthesia

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Section: The Difficult Road To Successmentioning

confidence: 99%

Innovations, inventions and Dr Archie Brain

Liban

2012

Anaesthesia

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“…The key to a successful innovative service is to match its users' needs. The lack of attention to the users' needs has been described in innovation research (Shaw 1998) as a major barrier in successful diffusion, as well as in the implementation of 'smart homes' technologies, some of which are related to telecare systems (Barlow et al 2006). Thus, a survey is usually used by companies to obtain a large amount of data, including user profiles, available service items, and the priorities, experience, and opinions regarding a new service.…”

Section: Lin and Hsieh: A Sat View On New Service Developmentmentioning

confidence: 99%

A SAT View on New Service Development

Lin

Hsieh

2011

Service Science

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ew service development (NSD) is getting important for companies that wish to gain a competitive advantage on service-driven markets. While research on NSD has grown rapidly over the last decade, many studies have been highly fragmented and concentrated on different innovation issues. Few studies have focused on the stages, activities, and techniques of NSD. In addition, the NSD process is delivered through service value net, and can often be carried out by multiple companies. Therefore, this study aims to provide a SAT (Stage-Activity-Technique) framework for NSD stages, activities, and techniques based on a literature review and trend analysis. This study divides the NSD process into five stages: service identification, service value net formation, service modeling, service implementation, and service commercialization. In addition, the NSD process is more likely to be spiral in form for new services that are examined. The NSD process is also likely to be refined by service providers and customers to incorporate their detailed requirements and integrate service value into future development processes. The SAT model can assist service designers and engineers in developing new services by providing a structured NSD process and identifying techniques for activities in the NSD process.

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“…Strict regulations are a unique characteristic of the medical devices sector, and this heavy regulatory involvement characterizes the medical devices development process (Shaw 1998). The product concept effectiveness is highly tied to this regulatory process, which makes it difficult for companies to differentiate in terms of this dimension.…”

Section: Npd Performancementioning

confidence: 99%

“…The medical devices development process is characterized by a heavy regulatory involvement. (Shaw 1998). Companies in the medical devices sector are experiencing a need to develop new products more rapidly to satisfy expanding and changing customer requirements in light of new technologies and intensifying global competition (Millson and Wilemon 2000).…”

Section: Introductionmentioning

confidence: 99%

Managing Innovation Driven Companies

2011

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Rapid development and commercialization of new products is of vital importance for small and medium sized enterprises (SME) in regulated sectors. Due to strict regulations, competitive advantage can hardly be achieved through the effectiveness of product concepts only. If an SME in a highly regulated sector wants to excell in new product development (NPD) performance, the company should focus on the flexibility, speed, and productivity of its NPD function: i.e. the development process effectiveness. Our main research goals are first to explore if SMEs should focus on their their development process effectiveness rather than on their product concept effectiveness to achieve high NPD performance; and second, to explore whether a shared pattern in the organization of the NPD function can be recognized to affect NPD performance positively. The medical devices sector in Spain is used as an example of a highly regulated sector. A structured survey among 11 SMEs, of which 2 were studied also as in in-depth case studies, led to the following results. First of all, indeed the companies in the dataset which focused on the effectiveness of their development process, stood out in NPD performance. Further, the higher performing companies did have a number of commonalities in the organisation of their NPD function: 1) The majority of the higher performing firms had an NPD strategy characterized by a predominantly incremental project portfolio. 2) a) Successful firms with an incremental project portfolio combined this with a functional team structure b) Successful firms with a radical project portfolio combined this with a heavyweight or autonomous team structure. 3) A negative reciprocal relationship exists between formalization of the NPD processes and the climate of the NPD function, in that a formalized NPD process and an innovative climate do not seem to reinforce each other. Innovative climate combined with an informal NPD process does however contribute positively to NPD performance. This effect was stronger in combination with a radical project portfolio. The highest NPD performance was measured for companies focusing mainly on incremental innovation. It is argued that in highly regulated sectors, companies with an incremental product portfolio would benefit from employing a functional structure. Those companies who choose for a more radical project portfolio in highly regulated sectors should be aware that they are likely to excell only in the longer term by focusing on strategic flexibility. In their NPD organization, they might be well advised to combine informal innovation processes with an innovative climate. 2

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Innovation and new product development in the UK medical equipment industry

Cited by 43 publications

References 11 publications

Innovations, inventions and Dr Archie Brain

Innovations, inventions and Dr Archie Brain

A SAT View on New Service Development

Managing Innovation Driven Companies

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