• 기술혁신연구
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• 제15권1호
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• pp.27-63
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• 2007

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2006년도 추계학술대회
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• pp.40-54
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• 2006

Recently, Kim and Mauborgne [40] has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy (BONPDS), and attempts to examine how much this BONPDS has impact on new product peformance, compared to existing new Product development strategy Perspectives (i.e., competitive strategy-based new product development strategy and resource-based new product development strategy) in an empirical way. The research result shows that the BONPDS has greater impact on new product performance than existing new product development strategies. In addition, it is revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the BONPDS and new product performance. The BONPDS is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• 산경연구논집
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• 제9권4호
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.

• 한국시뮬레이션학회:학술대회논문집
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• 한국시뮬레이션학회 2001년도 The Seoul International Simulation Conference
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• International Journal of Quality Innovation
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• 제7권2호
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• pp.157-172
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• 2006

Due to the advancement of technology and rapidly changing environment of the market, the life cycle of high-tech products is becoming shorter. The enterprise must constantly innovate and select correct development strategy of new product in order to respond to customers' demands for upgrading operational performance of industry. Development of new product is the critical activity for enterprise's survival and growth. This research focuses on the effects of Taiwan high-tech companies' introduction of innovative activity and development strategy of new product on development performance of new product for analysis and exploration. The result findings reveal that: (1) High execution degree of innovative activity has positive effect on the implementation of development strategy of new product; (2) The companies with better implementation of development strategy of new product reveal better development performance; (3) The companies with higher degree of execution of innovative activity and better execution of development strategy of new product reveal better development performance of new product.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 1989년도 추계학술발표회 발표논문초록집; 이화여자대학교, 서울; 23 Sep. 1989
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• pp.108-125
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• 1989

A new product development is critical to the growth and success of most business firms. Increasingly, the new product development is recognized as an essential component of the corporate plan. But, relatively few research investigations have focused on the elements of a new product development strategy and its performance results. This study aims to identify the patterns of new product development strategy which business firms adopt, and its performance results. To identify these patterns and results, 268 firms in four industries known to be active in new product development were selected as a matter of convenience, and surveyed by the questionnaire and interviews. The questionnaire is composed of 67 strategy variables, 8 performance variables, and other variables. To analyze the data from samples, various statistical methods such as factor analysis, Pearson correlation analysis, sluster analysis, and one-way ANOVA were employed. This analysis brought forth the following major findings: First, three new product development strategy patterns were identified. Each strategy pattern was proved to be different from the others in terms of group of strategy elements that were adopted. Second, the new product development strategy was closely linked to its performance. Third, the difference of performance results among strategy groups in each industries was rather significant, however, the performance difference among industries in each strategy group was less significant.

• 기술혁신연구
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• 제6권1호
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• pp.128-162
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• 1998

A continuous development of new products is the lifeblood for firms that hope to maintain competency in competitive environments. Ongoing success in these environments is dependent on whether the management can choose or can't chose the proper mix of new product development strategy, new product development process, and organizational structure. Rather than considering the interrelationship among these success factors, however, most previous studies of new products development have examined these issues individually. Moreover, because past research has been unidimensional in nature, there is a lack of knowledge about how new product development strategy, process, and structure could be linked up each other. Consequently, we have no complete perspective of the linkage among new product development strategy, process, structure, and performance. The purpose of this study is to examine the new product development strategy, process, and structure of firms, and explore the effect of each on performance as well as linkage among strategy, process, strategy and structure.

• 유통과학연구
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• 제15권9호
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• pp.95-107
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• 2017

Purpose - In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations' common goals becomes even greater. The purposes of this study are to analyse the effect of supplier's strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology - In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results - As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier's strategy - product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions - This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.

• 한국조리학회지
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• 제11권3호
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• pp.18-39
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• 2005

There are various factors to determine success and failure of new product development. Among them one of the most important factors for success will be strategic management of development process for a new product. First the development process for a new product in domestic restaurant business is improvement of existing product quality or extension of a product line. Second, the study found that there is a strong relationship between the development strategy.for a new product and its outcome. The more focused a product becomes in cost efficiency and customer relations, the better reflected the financial and non financial outcome can be in analysis. Third, financial outcome tends to be considered more than non financial outcome on deciding success of the new product development. Fourth, the study indicates that there is a direct relationship between financial non financial outcome analysis and success of new product development.

• 벤처창업연구
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• 제15권1호
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• pp.185-195
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• 2020

본 연구에서는 중소벤처기업의 기술혁신역량과 신제품개발성과가 상호 인과관계가 있음을 밝히고, 기술혁신역량을 강화하기 위한 수단으로 협업을 도입하면 신제품개발성과가 향상됨을 규명하였다. 연구방법으로는 국내 소재 중소벤처기업 R&D업무에 종사하는 실무담당자들을 대상으로 설문조사를 실시하였다. 연구결과, 중소 벤처기업의 기술혁신역량에 속하는 기술전략, 기술학습, 그리고 개방형 혁신이 신제품개발성과에 영향을 미치는 것으로 나타났다. 즉 신제품개발성과에 미치는 다수의 핵심전략으로서 협업을 선택한 결과, 협업이 신제품개발성과에 영향을 주는 전략임을 규명하였다. 아울러 협업을 도입하면 기술혁신역량이 신제품개발성과를 강화하는데 조절역할을 하는 지도 함께 살펴보았는데, 일반적인 협업은 기술전략 강화에는 직접적인 영향을 미치지 않지만, 협업에 따라서는 기술전략과 개방형 혁신이 강화되어 신제품개발성과의 크기에 긍정적인 영향을 주는 것으로 평가되었다.