Performance in new product development: a comprehensive framework, current trends, and research directions

Müller-Stewens, Benedikt; Möller, Klaus

doi:10.1007/s00187-016-0243-4

Cited by 11 publications

(6 citation statements)

References 310 publications

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“…While event management (Getz, 2008(Getz, , 2012 and marketing strategies (price, market segmentation) are well studied, particularly in the field of hospitality, NPD has not evolved in a similar accretive manner (Chen et al, 2013). Based on a recent literature review, NPD is defined as the process from a conceptualized idea to market launch of novel or updated goods (Müller-Stewens and Möller, 2017). Sandvik et al (2011) suggest that tourism organisations may not always have a formalised process for NPD, especially in the case of small-medium sized businesses.…”

Section: Introductionmentioning

confidence: 99%

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

Sainaghi

Phillips

d’Angella

2019

International Journal of Hospitality Management

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Section: Introductionmentioning

confidence: 99%

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

Sainaghi

Phillips

d’Angella

2019

International Journal of Hospitality Management

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“…The importance of employee and inter-functional coordination has been highlighted in several studies including those between R&D and marketing in new product success (Wong and Tong, 2012; Jugend et al , 2018; Müller-Stewens and Möller, 2017), top management’s attitude towards coordination and collaboration between sales and marketing on organisational performance (Le Meunier-FitzHugh and Le Meunier-FitzHugh, 2017), and human capital and firm performance (Jogaratnam, 2017), though no relationship was shown in Liao’s (2018) study. Doyle and Armenakyan (2014) have argued that market orientation affects performance primarily through its relationship with value-creating marketing activities within the organisation.…”

Section: Introductionmentioning

confidence: 99%

Do fellow-feelings and organisational harmony matter for logistic firms?

Khan

Rivers

Gaur

et al. 2018

APJML

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Purpose The purpose of this paper is to explore the mediating role of organisational harmony and fellow-feelings in the relationship between intelligence generations, dissemination and implementation on business performance and explain how market orientation impacts certain aspects of organisational behaviour which in turn lead to the performance of service firms. Design/methodology/approach The data set comprises 108 responses of senior managers within the logistics sector. The multi-level sequential mediation path analysis is used to examine the above mediating role. Findings Results indicate that intelligence dissemination (ID), response implementation (RI) and business performance relationship is significantly mediated via fellow-feelings and organisational harmony. However, the relationship between dissemination, implementation and overall business performance is mostly mediated by fellow-feelings and followed by organisational harmony. Furthermore, when overall market orientation (intelligence generation, dissemination and RI) is used as a determinant of business performance, organsiational harmony emerged as the most significant contributor to organsiational performance. Practical implications Managers are urged to focus on building fellow-feelings among their employees, resulting in a harmonious work environment between functional units and market orientation organisation wide. Originality/value Compared to previous research, this is one of the first attempts to develop an understanding of fellow-feelings, contributing to organsiational harmony resulting market orientation and, hence, business performance. Market orientation conceptualisations lump intelligence generation, dissemination and RI of business activities together but do not explain how market orientation impacts fellow-feelings and organisational harmony which in turn leads to performance. The authors specifically address this important lacuna in our conceptualisation and propose that ID and RI lead to fellow-feelings within functional departments and results in organisational harmony.

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“…A second relevant driver is related to new product development carried out by local firms (Cooper and Kleinschmidt 1994; Müller-Stewens and Möller 2017) or carried out at the destination level (Sainaghi 2006). Some recent studies have investigated the process complexity in creating a new product given the large number of stakeholders involved and, more generally, the difficulties of mobilizing dispersed resources (Sainaghi, De Carlo, and d’Angella 2018; Sainaghi, Phillips, and d’Angella 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Destination Events, Stability, and Turning Points of Development

Sainaghi

Baggio

2019

Journal of Travel Research

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This study investigates the effects generated by tourism events and investments to improve destination development (dynamics) and stability (topology). The horizontal visibility graph framework (a technique able to transform a time series into a network) was used. Two hypotheses were tested: the first was the ability of these events and investments to generate a turning point, and the second was their ability to increase the system’s stability. The findings are based on a longitudinal analysis of three different destinations in terms of size, type of destination events and investments, and the prevalent market segment. For each case, a daily longitudinal time series was considered, and the empirical evidence confirmed both hypotheses. In the concluding remarks, the theoretical and empirical implications are reported, and some future research avenues are discussed.

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Performance in new product development: a comprehensive framework, current trends, and research directions

Cited by 11 publications

References 310 publications

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

Do fellow-feelings and organisational harmony matter for logistic firms?

Destination Events, Stability, and Turning Points of Development

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