Patterns and Drivers of NPD Tool Adoption in Small High-Technology Firms

Waal, Gerrit Anton de; Knott, Paul

doi:10.1109/tem.2016.2603160

Cited by 11 publications

(8 citation statements)

References 46 publications

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“…Following a call by Henri and Wouters (2019), this study presents an empirical examination that sets the application of a comprehensive set of MC instruments along different stages of the NPD process in relation to the performance of a firm's innovation activities. It complements earlier research that considered a limited selection of instruments (Davila et al, 2009;Markham and Lee, 2013), provided case-based evidence (Akroyd and Maguire, 2011;Akroyd et al, 2016;Feeney and Pierce, 2018;Bürkland et al, 2019) or focussed on small firms (de Waal and Knott, 2016, 2019a, 2019b. We also answer Barros and da Costa Ferreira's (2019) call for more research on the application of controls in different stages of the NPD process.…”

Section: Discussionsupporting

confidence: 59%

“…They showed that the use of tools (as synonyms for instruments) differs between radical and incremental innovation and between the two points in time. De Waal and Knott (2016, 2019a, 2019b studied the adoption and use of tools in NPD of small high-technology firms. They showed that small firms tend to use fewer and fewer complex tools than larger firms (De Waal and Knott, 2016), that the main driver for NDP tool use in small firms are institutional pressures (De Waal and Knott, 2019a) and that the selective and thorough use of tools enhances performance (de Waal and Knott, 2019b).…”

Section: Performance Effects Of Management Control 259mentioning

confidence: 99%

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The performance effects of management control instruments in different stages of new product development

Munck

Tkotz

Heidenreich

et al. 2020

JAOC

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Purpose The study builds on existing research in management control (MC) and innovation management. The purpose of this study is to identify patterns in the application of MC instruments which contribute to successful innovation. The application of MC instruments can reduce potential risks and make the new product development (NPD) process more transparent and efficient. Design/methodology/approach The authors use dyadic data to determine the effect of 58 MC instruments on NPD process stage-specific performance and subsequent innovation and firm success. To provide empirical evidence of each MC instrument’s effectiveness, three importance-performance matrix analyses were conducted that assess the impact of each MC instrument. Findings The authors identify patterns in the application of MC instruments which contribute to successful innovation activities and the authors determine the impact of MC instruments on NPD performance, innovation performance and firm performance in different stages of the NPD process. Practical implications The authors provide knowledge that can be used by managers to review their actual application of MC in the NPD process and to select their instrument set. Originality/value The authors contribute to the MC literature by examining data from a cross-industry study on the effects of MC instruments during the NPD process. The authors include a comprehensive set of MC instruments and show how their effect changes between the different stages of the NPD process.

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Section: Discussionsupporting

confidence: 59%

Section: Performance Effects Of Management Control 259mentioning

confidence: 99%

The performance effects of management control instruments in different stages of new product development

Munck

Tkotz

Heidenreich

et al. 2020

JAOC

View full text Add to dashboard Cite

show abstract

“…These testimonies show that it is difficult to find PDPs structured in small technology based companies, because of the lack of structuring of processes of these companies. De Waal & Knott (2016) have also verified that the majority of TBFs do not formalize their PDP, and that the low formalization of PDP leads the companies to adopt a lower number of tools for product development.…”

Section: Post-developmentmentioning

confidence: 92%

“…Research in the last twenty years have advanced significantly in the comprehension of various aspects of the use of tools in the attempt to help firms to improve their PDP efforts (De Waal & Knott, 2016). However, despite their potential benefits, firms tend to adopt PDP tools slowly and, often in an inadequate way.…”

Section: Product Development Process In Technology Based Firmsmentioning

confidence: 99%

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Product development in technology based firms in innovation environments

et al. 2020

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Technology based firms (TBFs) require innovative products to survive and compete in the market. The creation of products that sustain the competitiveness of companies depends directly on their product development process (PDP). The objective of this research was to investigate how PDP is carried out in TBFs in innovation environments. The research is qualitative, based on multiple case studies. Three companies in technology parks in the South and Southeast of Brazil were studied. The companies produced the following products: multiparametric monitor, an ondaleta and a microfiltration system. The key findings of the research were a lack of formal PDP planning and unstructured development processes. As a contribution, the study proposes that TBFs use a milestone strategy in the PDP microphases, guaranteeing greater efficiency in product development without the need to create rigid processes in project development. The study also highlights the importance of cooperation with clients and suppliers during the revision phases of PDP. The products resulting from PDP of the companies studied were identified as incremental innovation, novel for the national market, but with established technology on the international market. Future studies should assess the evolution and learning curve in the product development phase of TBFs.

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Competitive Intelligence in Technological Innovation: An Exploratory Study

Zhou

2021

Lecture Notes in Computer Science

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Patterns and Drivers of NPD Tool Adoption in Small High-Technology Firms

Cited by 11 publications

References 46 publications

The performance effects of management control instruments in different stages of new product development

The performance effects of management control instruments in different stages of new product development

Product development in technology based firms in innovation environments

Competitive Intelligence in Technological Innovation: An Exploratory Study

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