Managing R&D-marketing integration in the new product development process

La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

“…En línea con este enfoque estratégico de la innovación, son varios los factores que la literatura aporta: la posesión de una visión focalizada (Cormican and O'Sullivan, 2004); la definición de una política de innovación (Vrakking, 1990), la orientación al mercado (Day, 1994, Slater and Narver, 1999, Rothwell, 1992b, Johnson et al, 2004, Christensen and Bower, 1996, Lukas and Ferrell, 2000, Keskin, 2006; la integración funcional en la estrategia (Kargar and Parnell, 1996) y su influencia en la innovación (Herfert and Arbige, 2008, Groenveld, 2007, Brem and Voigt, 2007, Jassawalla and Sashittal, 2006, Parthasarthy and Hammond, 2002, Groenveld, 1997, Song et al, 1996, Song and Dyer, 1995; y como factor clave, las distintas estrategias concretas que una empresa pueda desarrollar y su influencia en la innovación.…”

What design can bring to the food industry

“…If the departments do not cooperate optimally, potentially interesting ideas will not be developed further because they are not supported by the whole team. This topic has been identified as the R&D-Marketing gap, and has yielded substantial interest in the management literature (e.g., Griffin and Hauser 1996;Song et al 1996), including the food development literature (e.g., van Trijp and Schifferstein 1995;Viaene and Januszewska 1999;Grunert 2015).…”

The Mediating Effects of Customer and Competitor Orientations on New Product Success

“…Among the various teamwork and cross-functional cooperative relationships, the one between R&D and marketing is considered as one of the most important and challenging to manage (Rodríguez, Pérez, & Gutiérrez, 2007;Rodríguez, Pérez, & Gutiérrez, 2007a;Becker & Lillemark, 2006;Sherman, Berkowitz, & Souder, 2005;Shaw et al, 2004;Atuahene-Gima & Evangelista, 2000;Song et al, 1996). Empirical studies have found that, despite a complex and often problematic relationship, successful R&D-marketing collaboration can help a firm better understand customer needs and preferences (Griffin & Hauser, 1996); reduce new product development (NPD) uncertainties (Becker & Lillemark, 2006;Song et al, 1996); improve the performance of a new product in terms of quality, cost and time-to-market (Shaw et al, 2004;Song & Parry, 1997;Swink & Song, 2007); and improve the success rate of new products (Massey & Kyriazis, 2007).…”