Usage of ICT Tools in New Product Development

Jespersen, Kristina Risom; Buck, Nuka

doi:10.4018/978-1-61520-643-8.ch006

Cited by 10 publications

(8 citation statements)

References 28 publications

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“…Füller (2006) has also proposed that users represent a promising supply of forthcoming innovation in consequence of past, present and future actions: their preceding innovation endeavours; their present innovation capacities; and their compliance with future commitments. It has also been suggested that UCIs have developed into an essential strategy for firms in relation to their sustainability (Desouza et al, 2008); innovation progression (Janssen and Dankbaar, 2008;Greer and Lei, 2012); closer consumer relations (Jespersen and Buck, 2010); and achieving best practice (Enkel et al, 2005). It has also been suggested that UCIs have developed into an essential strategy for firms in relation to their sustainability (Desouza et al, 2008); innovation progression (Janssen and Dankbaar, 2008;Greer and Lei, 2012); closer consumer relations (Jespersen and Buck, 2010); and achieving best practice (Enkel et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…Numerous scholars are now conceding that users and their communities will play a progressively more important position in innovation across various industries and markets (Payne et al, 2009;Piller et al, 2010;Norman and Verganti, 2014;Hau and Kang, 2016). It has also been suggested that UCIs have developed into an essential strategy for firms in relation to their sustainability (Desouza et al, 2008); innovation progression (Janssen and Dankbaar, 2008;Greer and Lei, 2012); closer consumer relations (Jespersen and Buck, 2010); and achieving best practice (Enkel et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

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How User‐centric Innovation is Affecting Stakeholder Marketing Strategies: Exploratory Findings from the Music Industry

Gamble

McAdam

Brennan

2018

European Management Review

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This paper empirically explores how user‐centric innovation (UCI) in the music industry is affecting how key stakeholder groups are approaching and developing their marketing (and associated management) strategies. The three‐stage interview‐based research methodology consisted of 52 semi‐structured in‐depth interviews with UCI experts and artist managers, as well as representatives from major record labels. The findings make four substantial contributions to theory and practice in the interrelated fields of UCI, marketing and the music industry. First, they provide practical and pragmatic insights for industry practitioners on how different UCI marketing approaches are affecting their management strategies. Second, they take steps towards answering many of the identified gaps in research and knowledge relating to the concept of UCI. Third, they present theoretical models as a foundation for which new UCI marketing theory can be built upon. Last, they offer directions for future research to advance our empirical findings.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How User‐centric Innovation is Affecting Stakeholder Marketing Strategies: Exploratory Findings from the Music Industry

Gamble

McAdam

Brennan

2018

European Management Review

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“…First, data‐related bias was minimized by modeling NPDGATES to include ICT‐incorporated (open innovation) NPD activities (see Dahan and Hauser, ; Jespersen, ; Jespersen and Buck, ) and thus avoid conservatism. Data saturation was minimized through short but rich information from the selected NPD activities and NPD stage descriptions.…”

Section: Methodsmentioning

confidence: 99%

Stage‐to‐Stage Information Dependency in the NPD Process: Effective Learning or a Potential Entrapment of NPD Gates?

Jespersen¹

2012

J of Product Innov Manag

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The new product development (NPD) process is a sequence of stages and gates. Each stage consists of NPD activities that provide NPD managers with information input about the new product project progression. Information input is used for review decisions at gates. Over the course of an NPD process, managers learn about a new product project as to ensure successful launch. The view is that a new product project is shaped by the path of NPD activities it has traveled. Because learning is assumed to take place over the course of the NPD process, stage-to-stage information dependency is an assumption of NPD research. A concern raised is that development activities for each NPD stage are rigorously followed by NPD managers. In other words, stage-to-stage information dependency may potentially trap NPD managers rather than create effective learning from end to end of the development process. The purpose of this paper is to explore the assumption of stage-to-stage information dependency in NPD. The investigated research questions are whether the selection of NPD activities is linked between stages and whether these information dependencies strengthen NPD gate decisions. For the information dependencies identified in the study, the innovation experience characteristics of NPD managers pursuing them and the influence of information dependencies on NPD gate decisions are analyzed so as to provide insights for a discussion of information dependency versus information independency in the NPD process. The applied research method is an experiential simulation of NPD gate decisionmaking-NPDGATES. One hundred thirty-one NPD managers from international product development strategic business units (SBUs) situated in Denmark participated in the study. Logistic regressions were conducted as the basis for the calculation of stage-to-stage information dependency probabilities.Based on the study findings, the assumption about information dependency in the NPD process held by NPD research is found to be flawed. End-to-end information paths in the NPD process are rare. Further, market condition changes are found to significantly influence the stage-to-stage information dependencies demonstrated by NPD managers. It seems that competition becomes a reassurance of NPD efforts. Also, the results show that NPD experience creates inflexibility in relation to the selection of NPD activities. The need for strict process management is strong among experienced NPD managers. In relation to NPD gates, the results show that information dependencies increase priority given to financial decision criteria at gates and lower priority given to customer and market decision criteria. Overall, stage-to-stage information dependency seems to create inflexibility that hinders successful NPD process implementation.

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“…Social media tools seem to play a role in transforming the characteristics of FEI, changing its boundaries and knowledge distances, making it, under certain circumstances, more efficient and effective (see e.g., [35, 36], [37, 33]). In fact, the pervasiveness of social media and the fact that some of them have more than 100 million users (e.g., Facebook, Twitter, LinkedIn) makes them a large virtual ecosystem where companies and their customers could engage in a common and equal creative effort.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Role of Social Software for Customer Co-Creation: Does it Change the Practice for Innovation?

Martini

Massa

Testa

2012

International Journal of Engineering Business Management

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This article investigates a customer co-creation project at the front end of the innovation process at a large well-known Italian food manufacturer, which is enabled by social media. The purpose is to shed light on the role of such technology in transforming the characteristics of the FEI, in terms of boundaries and knowledge distance: what type of innovation ideas – exploratory or exploitative – does the practice enable? Could social media be used to manage the explore-exploit paradox, thus transforming the practice into an ambidextrous one? The empirical analysis highlights that the investigated customer co-creation practice has evolved from the initial stage of idea exploitation to a stage in which both exploitation and exploration are simultaneously accomplished.

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Usage of ICT Tools in New Product Development

Cited by 10 publications

References 28 publications

How User‐centric Innovation is Affecting Stakeholder Marketing Strategies: Exploratory Findings from the Music Industry

How User‐centric Innovation is Affecting Stakeholder Marketing Strategies: Exploratory Findings from the Music Industry

Stage‐to‐Stage Information Dependency in the NPD Process: Effective Learning or a Potential Entrapment of NPD Gates?

The Role of Social Software for Customer Co-Creation: Does it Change the Practice for Innovation?

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