Managing Product Innovation (Advances in Business Marketing and Purchasing)

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ORGANIZING INTERACTIVE PRODUCT DEVELOPMENT......Page 9
INTRODUCTION......Page 10
Structure of the Paper......Page 11
Background and Problem Description......Page 13
Division of Product Development Activities Between Firms......Page 15
Different Types of Customer-Supplier Relationships......Page 16
Involving Suppliers in the Development Team......Page 18
Supplier Structures......Page 21
Differentiation of Product Development Activities......Page 24
Differentiation and the Related Need for Integration......Page 26
Organizing to Achieve Integration with Regard to Dependencies......Page 27
An Interorganizational Perspective on Coordination......Page 30
Problem Discussion and Perspective Selection......Page 33
Purpose of the Paper......Page 35
Networks and the Industrial Network Approach......Page 36
Technical Development - Resource Interaction and Adaptation......Page 39
Value of Resources - Resource Combination and Adaptation......Page 40
Resource Heterogeneity......Page 41
Resource embeddedness......Page 43
Resources and Relationships in the Network Model......Page 46
A Framework for Analysis of Dependencies Between Resources......Page 49
Research Issues......Page 54
The Research Process......Page 55
The Autoliv Study......Page 56
The PICS Study......Page 57
The Volvo Study......Page 58
The DFC Tech Study......Page 61
Some Reflections Upon Important Choices......Page 62
Research Context......Page 63
The Use of Case Studies......Page 65
Sources of Data and Credibility of the Study......Page 67
Analytical Generalization......Page 70
EMPIRICAL RESULTS......Page 71
The Development of Volvo's New P2 Platform......Page 72
Volvo's Supplier Relations - A Historical Perspective......Page 73
Changed Supplier Relationships......Page 74
Dividing the Car into Modules......Page 75
The Selection of Suppliers for Collaboration......Page 76
The Organizing of Product Development in Module Teams......Page 78
The Relationship Between Volvo and Delphi......Page 79
Multiplex - The New Technology for the Electrical System......Page 80
Delphi's Role in the Development of the Electrical System......Page 83
Delphi's Product Development Organization......Page 84
Organizing the Collaboration - The Module Team......Page 86
The Development Work and Relationships with Other Business Units......Page 89
The Relationship Between Volvo and Lear......Page 91
Lear's Product Development Organization......Page 93
The Module Team at Volvo......Page 95
Division of Development Activities......Page 97
Relationships with Other Firms - Component Suppliers......Page 98
The DFC Tech Case......Page 103
Dayco's Products......Page 104
The Establishment of DFC Tech......Page 105
DFC Tech and the Collaboration with Scania......Page 107
The Products Developed by DFC Tech......Page 108
The Team and the Development Work at Scania......Page 109
The intercooler pipe......Page 112
The radiator connections......Page 114
The use of prototypes in the development work......Page 116
DFC tech and the relation to Dayco......Page 117
Summary of the Case......Page 118
ANALYSIS - RESOURCES AND DEPENDENCIES......Page 119
Dependencies Between Components Related to Pipes and Hoses......Page 120
Dependencies Between Components Related to the Seats......Page 122
Dependencies Between Components Related to the Electrical System......Page 124
Summary......Page 126
Investments in production resources......Page 127
Requirements for the utilization of production resources......Page 129
One facility, several different products......Page 130
Adaptation of products and production equipment......Page 132
Production sequence and product design......Page 133
Dependencies Between Production Facilities......Page 134
Dependencies related to produced quantities and time......Page 135
Adaptations between production facilities......Page 136
Dependencies between production facilities related to product design......Page 137
A Network of Production Facilities......Page 138
Business Units......Page 139
Knowledge, Experience, Routines and Traditions......Page 140
Dependencies Between Business Units......Page 141
The development of pipes and hoses......Page 144
The development of components for the electrical system......Page 146
The development of seats......Page 148
Summary......Page 150
History and "Size" of the Relationships Used in the Development Projects......Page 151
Relationship Features......Page 152
Dependencies Between Relationships......Page 154
Summary......Page 158
Summary of the Analysis......Page 159
Utilizing relationship features......Page 161
Interactive product development in a relationship......Page 162
Summary......Page 165
Organizing in an existing relationship structure......Page 166
The relationship "integrator"......Page 168
Interactive product development in multiple relationships......Page 169
Suppliers involved in multiple relationships......Page 174
Summary......Page 175
Modules and development teams at volvo......Page 177
Modules and the development team at Scania......Page 180
Dealing with Dependencies Between Several Business Units......Page 182
Dealing with Dependencies in Different Teams......Page 187
The delimiting function of the team boundary......Page 189
The relating function of the team boundary......Page 190
Summary of the Analysis......Page 191
Summary of the Paper......Page 193
Implications of the Study......Page 194
The Product Structure and the Organizing of Product Development......Page 195
Confrontation, Adaptation, and Combination Resources......Page 196
Dependencies Between "Nearly Decoupled" Modules......Page 198
Changing Interfaces......Page 199
The Decomposition of the Product and the Organizing of Development......Page 200
The Team Boundary and the Organizing of Product Development......Page 202
Implications for the Organizing of Projects that are Dispersed in Time......Page 204
Summary......Page 206
Conclusions......Page 207
REFERENCES......Page 209
CO-CREATING SUCCESSFUL NEW INDUSTRIAL NETWORKS AND PRODUCTS......Page 218
The Industrial Network Approach......Page 219
Activities......Page 220
Resources......Page 222
Actors......Page 223
Understanding Development in Business Networks......Page 224
Technological Change......Page 225
Resource Heterogeneity and Potential Uses of Resources......Page 226
The Double-faced Nature of Resources......Page 227
From Unknown to Known: The Role of Interaction......Page 229
The Concept of Interaction......Page 230
Interaction and Four Types of Resources......Page 233
Activating Resource Features by Systematic Relating......Page 234
Four Aspects of Interaction and Resources......Page 236
USE OF A RESOURCE - FORMULATING THE PROBLEM......Page 238
Goat Milk: Problem - or Possibility?......Page 239
A Local Picture: Use of Goat Milk Produced at Skanaliseter Farm in the 1980s......Page 240
Little Volume in a "Mass Production Setting"......Page 241
"Quasi"-Organizing and Price Compensation......Page 242
Goat Milk Becoming Feed......Page 243
Brown Cheese - The Main Use of Norwegian Goat Milk......Page 244
Two White Goat Cheeses: Rosendal and Balsfjord......Page 246
Interaction Influencing Business Units: Co-Operation......Page 247
Interaction Affecting Products: "Selling - Buying"......Page 251
Interaction Concerning Facilities: "Producing - Using"......Page 254
Interaction Impacting on Business Relationships: Networking......Page 257
Web of Actors Constraining and Enabling Interaction......Page 261
A Research Model......Page 263
Research Questions......Page 266
Organizational Features and Use of Names in Tine/Norske Meierier......Page 267
Identification and Description of Some "Accepted" Features of Goat Milk......Page 269
Negotiations About Joint Production of "Niche Cheese"......Page 273
Ola and Kari Establish a Farm Dairy......Page 275
Developing Goat Milk Cheeses in Skanaliseter......Page 276
Developing Production Facilities......Page 278
Developing Distribution and Sales......Page 280
Bus......Page 281
Farm shop......Page 282
Co-operation between Skanaliseter and other farm shops......Page 283
Co-operation between Skanaliseter and specialized food shops......Page 285
Co-operation between Skanaliseter and tourist firms......Page 287
New Ways of Standardizing and Customizing Manufacture and Sales of Goat Cheese......Page 288
A Visit to Farmers that Continued Delivering Goat Milk to Tine......Page 292
Increased Sales - Need for More Raw Material in Skanaliseter......Page 293
Case 2: Inquiry from a Foreign User of Goat Milk - Frozen Curd......Page 294
Taste Problems - Change of Feeding......Page 296
Taste Problems - Altering the Breeding Goals......Page 298
Taste Problems - Changing Storage and Transportation......Page 299
Epilogue 2002: Satisfactory Goat Milk - Tine Norseland Starts to Sell Chenel Products......Page 301
Important Resource Interfaces at "The Beginning" (1980s)......Page 302
Change in Interfaces Affecting the Focal Resource: Case 1......Page 305
A New "Product - Facility" and "Product - Business Unit" Interface......Page 308
Change in Interfaces Affecting the Focal Resource: Case 2......Page 309
A Novel "Facility - Business Relationship" Interface......Page 312
DISCUSSION: RESOURCES AND ECONOMICS......Page 313
Viewing the Resource as a Cost......Page 314
Emphasizing the Value Side of the Resource......Page 315
Confronting Different Calculations......Page 316
Calculations and Interaction......Page 319
CONCLUSION......Page 320
THE RESEARCH JOURNEY......Page 323
The Research Process: Impact of Different Research Networks......Page 324
Relation Between Empirical Material and Theory......Page 326
Processing Cases......Page 328
Interviews......Page 329
Documents......Page 332
Assessing Trustworthiness of the Study......Page 333
Dependability During the Research Process......Page 334
Enhancing the likelihood of credibility......Page 335
Literature......Page 337
Written Sources of Empirical Data......Page 341
THE ROLE OF PERSONAL CONTACTS OF FOREIGN SUBSIDIARY MANAGERS IN THE COORDINATION OF INDUSTRIAL MULTINATIONALS......Page 343
Background......Page 344
Research Gap......Page 347
Scope and Limitations......Page 348
Key Concepts......Page 349
Structure of the Paper......Page 350
Theoretical Context of the Paper......Page 351
The Interaction Model......Page 354
Personal Contacts in Industrial Markets......Page 357
The Network Approach to Industrial Markets......Page 361
The A-R-A Model......Page 362
Coordination in Industrial Markets......Page 364
Conclusion......Page 367
The Process Approach to Multinational Management......Page 368
Models of Less-hierarchical MNC......Page 369
Roles of Foreign Subsidiaries......Page 372
MNC Coordination and Control......Page 375
Roles of FSMs......Page 379
Conclusion......Page 381
Theoretical Framework for Analysis......Page 383
A Priori Theoretical Framework for Analysis......Page 384
Philosophical Stance of the Study......Page 389
Qualitative Research......Page 393
Case Study Approach......Page 394
Case Selection......Page 397
Data Collection......Page 399
Data Analysis......Page 404
Validity and Reliability......Page 408
Introduction to the Cases......Page 411
Context of Personal Contacts......Page 413
Interpersonal Context of FSMs......Page 414
Contact Networks of FSMs......Page 420
Low Informational Dependence/High Uncertainty......Page 423
Low Informational Dependence/Low Uncertainty......Page 433
High Informational Dependence/High Uncertainty......Page 437
High Informational Dependence/Low Uncertainty......Page 441
Low Decisional Dependence/High Uncertainty......Page 442
Low Decisional Dependence/Low Uncertainty......Page 444
High Decisional Dependence/High Uncertainty......Page 446
High Decisional Dependence/Low Uncertainty......Page 451
Content of Personal Contacts......Page 453
Information Exchange......Page 454
Assessment......Page 460
Negotiation......Page 466
Decision-making......Page 468
Resource Allocation......Page 470
Channels......Page 473
Direction......Page 479
Frequency......Page 480
Paths......Page 481
Final Theoretical Framework......Page 483
Interpersonal Roles of FSMs in Industrial Markets......Page 485
Propositions on MNC Coordination and Control......Page 489
Theoretical and Empirical Contribution......Page 496
Managerial Implications......Page 502
Suggestions for Further Research......Page 504
ACKNOWLEDGMENTS......Page 506
REFERENCES......Page 507
APPENDIX A......Page 519
APPENDIX B......Page 520
APPENDIX C......Page 522
APPENDIX D......Page 523
APPENDIX E......Page 524
APPENDIX F......Page 526
SYNOPSIS......Page 528
INTRODUCTION......Page 529
Pursuit of Successful Product Development......Page 530
Objectives......Page 533
Scope......Page 534
Performance......Page 536
Performance Measurement......Page 538
Product and New Product......Page 543
Product Development......Page 545
Life Cycle......Page 549
Brief Synthesis of Core Concepts......Page 553
Research Design......Page 554
Generalizability and Validation of Results......Page 556
LITERATURE REVIEW......Page 559
Relevance of the Discussion Concerning Performance Measurement......Page 560
Requirements for Good Performance Measurement......Page 564
Inappropriate Performance Measurement......Page 569
Dynamics Associated with Performance Measurement......Page 571
Financial vs. Nonfinancial Measurement......Page 572
Summary......Page 574
New Product Development Management......Page 575
Need and Role of NPD Performance Measurement......Page 576
What is Pursued: The Essence of NPD Success and Performance?......Page 578
Drivers of Success and Performance......Page 581
Guidelines for measurement......Page 593
Other Managerial Constructs......Page 608
Life Cycle Oriented Measurement......Page 613
Use of Performance Measures and Measurement in Product Development......Page 617
NPD and Learning......Page 621
Summary......Page 623
Applicability of the Concept......Page 624
NPD Management and Life Cycle......Page 626
Other than Producer-Based Views on PLC......Page 632
Life Cycle Costs......Page 634
Length of Life Cycle......Page 638
Technology Life Cycle......Page 640
Measurement Issues......Page 643
Critical Remarks......Page 645
Summary......Page 647
Summary of Relevant Literature......Page 648
Life Cycle-Conscious NPD PM of Industrial Products......Page 653
Performance Dimensions......Page 657
Combining Stakeholders and Life Cycle Requirements......Page 660
EMPIRICAL RESULTS......Page 663
Case A......Page 664
Case B......Page 666
Case C......Page 668
Case D......Page 669
Case E......Page 671
Case F......Page 673
Cross-Case Comparison......Page 674
Summary......Page 682
Discussion of Results......Page 683
Contribution of the Study......Page 685
Managerial Implications......Page 686
Limitations of the Study and Guidelines for Further Research......Page 687
REFERENCES......Page 691
INTRODUCTION......Page 706
PROBLEM STATEMENT AND RESEARCH QUESTIONS......Page 708
THE RESEARCH CONTEXT......Page 709
METHOD......Page 711
Research Design......Page 712
Data Collection and Data Analysis......Page 713
FINDINGS......Page 715
Strategic Innovation Efforts and Related Barriers......Page 716
Strategic Innovation: Value Creating Strategies......Page 718
A Network Perspective as a Driver to Overcome Barriers......Page 721
RECOMMENDATIONS FOR MANAGERS AND AREAS FOR FUTURE RESEARCH......Page 724
Recommendations......Page 725
REFERENCES......Page 726
UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS......Page 729
INTRODUCTION......Page 730
A SYSTEM DYNAMICS MODEL OF NEW PRODUCT PERFORMANCE AND SUCCESS......Page 732
Strategy/Activities......Page 734
Involvement of Functional Areas......Page 735
New Product Performance, Box G in Fig. 1......Page 736
Business Analysis......Page 738
Commercialization......Page 739
INVOLVEMENT OF THE TOP MANAGEMENT AND THE IMPACT ON PERFORMANCE......Page 740
MARKET ORIENTATION AND ITS EFFECT ON PERFORMANCE......Page 741
TYPE OF NEW SOLUTION AND THE IMPACT ON PERFORMANCE......Page 742
EXTERNAL ENVIRONMENT......Page 743
Survey Instruments......Page 744
Samples......Page 745
Procedure of Data Selection......Page 747
LIMITATIONS......Page 748
Conceptual Framework: The Factors of the Seven Global Dimensions......Page 749
Strategy and Activities......Page 750
Instruments......Page 751
Formulation......Page 753
Production......Page 754
External Contracts......Page 755
Performance Factors......Page 756
Innovation......Page 757
Instruments......Page 759
Project Organization......Page 761
Creativity and Assessment Techniques......Page 762
Involvement of Functional Areas and Externals......Page 763
External Research......Page 764
Formulation......Page 765
Internal Resources......Page 766
Externals......Page 767
Management, Marketing and Research and Development......Page 768
Market Entry......Page 769
Marketing......Page 770
Novelty......Page 771
Financial Performance......Page 772
Ecological Compatibility......Page 773
COUNTRY LEVEL COMPARISONS......Page 774
CONCLUSION......Page 778
Supporting the New Project Team......Page 780
RECOMMENDATIONS FOR FUTURE RESEARCH......Page 781
REFERENCES......Page 782