The role of customer participation in building new product development speed capabilities in turbulent environments

Morgan, Todd; Anokhin, Sergey; Song, Chanho; Chistyakova, Natalia

doi:10.1007/s11365-018-0549-9

Cited by 35 publications

(45 citation statements)

References 49 publications

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“…(a) Open Innovation-Collaboration with customers-considered as an important action for SME's NPD. Morgan et al [87] find that collaboration with the customer could speed up their NPD process. A study on Pakistan's apparel industry revealed that customer collaboration is one way to avoid customer dissatisfaction, and its implementation is influenced by firm's awareness and trust [88].…”

Section: Collaboration and Source Of Innovationmentioning

confidence: 99%

New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation

Iqbal

Suzianti

2021

Journal of Open Innovation: Technology, Market, and Complexity

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New product development (NPD) is essential for large, as well as small and medium, enterprises (SMEs). Despite its importance for the economy, challenges remain in the NPD in SMEs. Product success is related with the NPD process, so it is important for SMEs to be able to design their NPD process. This paper aims to identify SME’s NPD research topics, the characteristics of the NPD process in SMEs, and important aspects to be considered for NPD process design. The literature review is done with the analysis of 99 selected academic articles from Scopus and ScienceDirect. Content analysis, bibliographic analysis, and clustering method (based on Pearson’s correlation coefficient) are used to conduct the identification. Less-formal processes, informal strategic planning, limited resources, need technology support, and lack of capabilities in certain fields are some of the characteristics of SME’s NPD. Collaborative product development, competitive advantage, information and communication technology (ICT), concurrent engineering, quality function deployment, and continuous improvement are important keywords based on previous research in SME’s NPD. Design activities in NPD, collaboration and source of innovation, and process modelling, tools, and techniques appear to be important aspects related with the SME’s NPD process.

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Section: Collaboration and Source Of Innovationmentioning

confidence: 99%

New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation

Iqbal

Suzianti

2021

Journal of Open Innovation: Technology, Market, and Complexity

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“…A turbulent environment is understood “as one in which frequent and unpredictable market and/or technological advances accentuate risk and uncertainty in the strategic planning process” at the FEI (Calantone et al, 2003, p. 91). These conditions, then, influence the formulation of plans and forecasts (Morgan et al, 2019), as they may cause, for instance, sudden modification in consumer preferences (Glazer & Weiss, 1993; Homburg et al, 2017; Jaworski & Kohli, 1993) in the case of market turbulence, or the rapid obsolescence of technologies used when technological turbulence is involved (Li et al, 2020; Schultz et al, 2019). Seeing RVT as an uncertainty‐reducing approach at the FEI, it is reasonable to assume variations in terms of the performance relevance of RVT dependent on the level of turbulence of the external environment causing these uncertainties.…”

Section: Theoretical Foundationmentioning

confidence: 99%

“…Innovation activities, aimed at achieving competitive advantage (Calantone et al, 2010; García‐Manjón & Romero‐Merino, 2012; Glazer & Weiss, 1993; Mahoney & Pandian, 1992), are inherently linked to the markets for which the outcomes of innovation development are intended (Atuahene‐Gima, 2003; Atuahene‐Gima & Ko, 2001). Instances of changing customer needs and expectations as well as dynamics in the competitor structures (Atuahene‐Gima, 2003; Glazer and Weiss 1993; Homburg et al, 2017; Morgan et al, 2019) lead to varying degrees of market turbulence (Calantone et al, 2003; Morgan et al, 2019; Souder et al, 1998). With increasing market turbulence, markets are in a state of constant change, contributing to an uncertain state of information (Atuahene‐Gima & Wei, 2011).…”

Section: Theoretical Foundationmentioning

confidence: 99%

“…Consequently, securing such information through RVT is even more beneficial for innovation projects of organizations operating in turbulent environments. In contrast, stable markets entail less complex and dynamic situations with less uncertainty, leading to a reduced imperative for early and repeated information search (Atuahene‐Gima & Wei, 2011; Palmer & Wiseman, 1999) and testing of market‐related assumptions (Morgan et al, 2019).…”

Section: Theoretical Foundationmentioning

confidence: 99%

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Rapid validity testing at the front end of innovation

Häufler

Globocnik

Saldías

et al. 2021

J of Product Innov Manag

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To efficiently and effectively reduce the uncertainty inherent in the front‐end of innovation processes, recent literature emphasizes new approaches that facilitate rapid knowledge generation and learning such as design thinking, lean innovation, and pretotyping. However, these approaches differ in their conceptualizations and, despite their popularity, the empirical evidence on the performance relevance of such approaches for established organizations is limited. In this research, we propose rapid validity testing (RVT), in which we conceptualize and harmonize existing approaches toward a unique and comprehensive set of front‐end activities necessary to reduce uncertainty and equivocality inherent to this phase and enable planned flexibility. Drawing on information processing theory, we argue that organizations implementing RVT also increase the probability of achieving innovation outcomes of superior quality on time and within budget. We further argue that the effectiveness of RVT depends upon internal and external environmental factors. Drawing on multirespondent data collected from 1022 informants in 129 firms, we find empirical evidence that organizations implementing the RVT approach in their innovation activities achieve higher performance of their innovation programs, and that the performance relevance of RVT depends upon technological turbulence and the organization's long‐term orientation and risk propensity. We contribute to the literature by conceptualizing RVT as a set of activities that enable planned flexibility. Furthermore, we overcome empirical shortcomings of studies on popular approaches that relied primarily on anecdotal or case study evidence and imply the generalizability of their effectiveness. Our findings highlight that organizations indeed not only benefit from RVT but also challenge the notion of a one‐size‐fits‐all approach to the front end of innovation.

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“…Economics and Sociology,12(3), 301-318. doi:10.14254/2071-789X.2019/12-3/20 well as in business because stakeholder participation is vital for ensuring the quality of a product or a service (Purvis et al, 2015;Green & Hunton-Clarke, 2003;Osey-Kojo & Andrews, 2016;Loi, 2016;Morgan et al, 2019). However, there are a few differences in agriculture due to a couple of reasons.…”

Section: Introductionmentioning

confidence: 99%

Interest-balanced agricultural policy-making: Key participative and collaborative capacities in the opinion of NGOs’ experts

Raišienė¹,

Podviezko²,

Skulskis³

et al. 2019

Economics &Amp; Sociology

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Stakeholder participation in the process of agricultural policy-making is a way to express public interest and thus to better ensure sustainability of the sector as well as of a country. In agriculture, variety of stakeholders and their organizations is huge, and their power and ability to protect common interests are uneven. Studies on interest management note that contradictions between interest-based actors could be solved most effectively through their collaboration. Thus, the article aims to identify key capacities of agricultural organizations to fulfil their members' interests at the level of agricultural policy. With this aim, interviews with the leaders of agricultural NGOs were carried out. Opinions of experts were elicited using the 10-point Likert scale. The LiT method of grades' transformation given in the Likert scale to weights was proposed and used. The resulting weights revealed the significance of each question. As the result, shared resources, stakeholders' motivation and commitment, teamwork and synergy between intersectorial actors was found as the main collaborative capacities while influence-making, and the ability to act according to regulations and procedures has been estimated as a highly important participative capacity for agricultural NGOs.

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The role of customer participation in building new product development speed capabilities in turbulent environments

Cited by 35 publications

References 49 publications

New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation

New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation

Rapid validity testing at the front end of innovation

Interest-balanced agricultural policy-making: Key participative and collaborative capacities in the opinion of NGOs’ experts

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