The impact of the frequency of usage of IT artifacts on predevelopment performance in the NPD process

Reid, Mike; Hultink, Erik Jan; Marion, Tucker J.; Barczak, Gloria

doi:10.1016/j.im.2015.10.008

Cited by 35 publications

(39 citation statements)

References 65 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For example, NPD teams employ three‐dimensional computer‐aided design (3D CAD) tools for virtual technical drawings of new products, they use information and knowledge management tools such as Confluence, collaborate using desktop sharing, and employ project management tools such as Microsoft Project to monitor project progress (Atlassian, ; Banker, Bardhan, and Asdemir, ; Hirz, Dietrich, Gfrerrer, and Lang, ; Microsoft, ). Accordingly, there is an emerging research stream investigating how information technology (IT) affects NPD (Heim, Mallick, and Peng, ; Kawakami, Barczak, and Durmuşoğlu, ; Reid, Hultink, Marion, and Barczak, ). Recent studies highlight that NPD IT capabilities operationalized through NPD IT tool use frequency positively affect NPD (Kawakami et al, ; Reid et al, ).…”

Section: Introductionmentioning

confidence: 99%

“…Accordingly, there is an emerging research stream investigating how information technology (IT) affects NPD (Heim, Mallick, and Peng, ; Kawakami, Barczak, and Durmuşoğlu, ; Reid, Hultink, Marion, and Barczak, ). Recent studies highlight that NPD IT capabilities operationalized through NPD IT tool use frequency positively affect NPD (Kawakami et al, ; Reid et al, ). Hence, a better understanding of NPD IT capabilities and of how they are developed is important for both theory and practice.…”

Section: Introductionmentioning

confidence: 99%

“…Second, while scholars highlight factors forcing the use of IT in NPD, such as project complexity (Heim et al, ) or distributed NPD teams (Barczak et al, ), empirical evidence on IT and non‐IT organizational antecedents that promote NPD IT capabilities is limited and occasionally inconsistent. Some studies, for example, reveal a positive effect of IT infrastructure on IT tool usage (Heim et al, ; Reid et al, ), whereas others do not find a significant relation (Barczak, Sultan, and Hultink, ; Barczak et al, ). However, to increase their competitive advantage, it is crucial for firms to understand better how they can develop superior NPD IT capabilities (Kawakami et al, ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Impact of Information Technology on New Product Development Performance

Mauerhoefer¹,

Strese

Brettel³

2017

J of Product Innov Manag

View full text Add to dashboard Cite

Many managers expect a substantial impact of digitization on new product development (NPD) as it is an information‐intensive business process. Therefore, a better understanding of how information technology (IT) might improve the NPD process is important for both theory and practice. Drawing on the IT business value literature, this study develops a comprehensive conceptual model to investigate empirically how IT and non‐IT organizational antecedents translate into NPD IT capabilities and competences and how these are related with NPD performance. Based on survey data from German NPD managers, this study offers several insights. First, it shows that the development of superior NPD IT capabilities and competences depends on the ability to acquire and deploy suitable IT (i.e., firm‐level IT capabilities) and on appropriate strategic, structural, and cultural conditions ensured by a strong top management focus on NPD IT (i.e., executive champion for NPD IT). This study hence contributes empirical evidence to the NPD and the IT business value literature by expanding research on complementary resources. Second, this study addresses limitations regarding the conceptualization of NPD IT capabilities and their relationship with further sources of competitive advantage arising from NPD IT tool usage by considering both the effectiveness and the frequency of usage as well as the relationship between both. Third, this research updates the measurement of NPD IT tool usage effectiveness (i.e., IT leveraging competence) to account for technological developments. Moreover, this study reveals that the effectiveness of NPD IT tool usage is positively associated with NPD performance. It also highlights that the dissemination of IT tools does not directly increase NPD performance, but that NPD IT tool use frequency is an important antecedent of IT leveraging competence. For managers, this paper offers empirical evidence that firm‐wide IT capabilities and a focus on NPD IT are important predictors of NPD performance.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Impact of Information Technology on New Product Development Performance

Mauerhoefer¹,

Strese

Brettel³

2017

J of Product Innov Manag

View full text Add to dashboard Cite

show abstract

“…O e-mail se destaca por ser um mecanismo básico para uma grande variedade de tarefas e, portanto, é usado com muita frequência fornecendo meios para a maioria das comunicações (REID et al, 2016).…”

Section: Recursosunclassified

Integração Funcional Entre O Desenvolvimento De Produto E a Qualidade – Uma Revisão Bibliográfica

Bueno¹,

Toledo²

2017

Blucher Design Proceedings

View full text Add to dashboard Cite

RESUMO O Processo de Desenvolvimento de Produtos (PDP) situa-se na interface entre a empresa e o mercado e seu desempenho requer integração entre as áreas funcionais envolvidas a fim Área: Gestão do Processo de Desenvolvimento de Produtos INTRODUÇÃOOs serviços e produtos, geralmente, são as primeiras percepções dos clientes, por isso o sucesso de uma organização está diretamente ligado à capacidade de inovação, de desenvolver novos produtos e de entregá-los dentro dos padrões de qualidade esperados (ROZENFELD et al., 2006;JING;YANG, 2009;TULI;SHANKAR, 2014;BAUER et al., 2014;BAI et al., 2017). Os clientes estão cada vez mais exigentes, criando, assim, um ambiente competitivo exigindo que as organizações busquem dimensões de desempenho mais complexas, como qualidade e inovação. Assim, a qualidade, como vantagem competitiva e estratégia de negócio, torna-se um elemento essencial, em que as empresas devem cumprir exigências dos clientes no desenvolvimento de produto (KURNIATI; YEH; LIN, 2015). Estatísticas mostram que aproximadamente 80% dos problemas de qualidade resultam de falhas na concepção e projeto do produto, fases essenciais na determinação da qualidade do produto final, deixando evidente a importância do processo de desenvolvimento de produto para a competitividade (ROZENFELD et al., 2006;JING;YANG, 2009;CHAN;IP;CHEN;WEN, 2012; KOCK et al., 2013, MARINI et al., 2015LUNDGREN;HEDLIND;KJELLBERG, 2015).A maioria dos problemas de qualidade ou defeitos do produto são difíceis ou até mesmo impossíveis de serem corrigidos nas últimas fases do desenvolvimento do produto, isto é, na fase de produção. Assim, durante todas as fases do desenvolvimento do produto, a qualidade é

show abstract

“…There is also some research focused on establishing relationships of some CSF with some benefits in particular, such as the impact of ICT in the introduction rate of new products [40], the effect of human resources integration and managers in the performance of new products in market [41], the impact of learning processes about NPD and the use of new technologies in the performance of the company [42], and the speed of NPD in the novelty of innovation [43], among others.…”

Section: Research Problem and Objectivementioning

confidence: 99%

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

et al. 2016

View full text Add to dashboard Cite

Abstract:Companies seek to stand out from their competitors and react to other competitive threats. Making a difference means doing things differently in order to create a product that other companies cannot provide. This can be achieved through an innovation process. This article analyses, by means of a structural equation model, the current situation of Mexican maquiladora companies, which face the constant challenge of product innovation. The model associates three success factors for new product development (product, organization, and production process characteristics as independent latent variables) with benefits gained by customers and companies (dependent latent variables). Results show that, in the Mexican maquiladora sector, organizational characteristics and production processes characteristics explain only 31% of the variability (R 2 = 0.31), and it seems necessary to integrate other aspects. The relationship between customer benefits and company benefits explains 58% of the variability, the largest proportion in the model (R 2 = 0.58).

show abstract

The impact of the frequency of usage of IT artifacts on predevelopment performance in the NPD process

Cited by 35 publications

References 65 publications

The Impact of Information Technology on New Product Development Performance

The Impact of Information Technology on New Product Development Performance

Integração Funcional Entre O Desenvolvimento De Produto E a Qualidade – Uma Revisão Bibliográfica

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

Contact Info

Product

Resources

About