• The Journal of Information Systems
• /
• v.29 no.3
• /
• pp.197-214
• /
• 2020

Purpose This study examines the influence of product development competence and IT competence on new product development (NPD) performance in the context of Korean companies. To achieve this goal, this study presents and empirically tests a model of how NPD competence and IT competence can be exploited to positively influence NPD performance through convergence capabilities. Design/methodology/approach The NPD competence are based on the research construct developed by Zhang et al. (2013). IT competence is based on the research construct developed by Lu and Ramamurthy(2011) and the NPD performance are based on the performance construct developed by Sivadas and Dwyer (2000). To complete the investigation, we conducted a survey from Korean 1000 big companies, which enrolled in Korean stock market. Randomly contacted 171 Korean companies, including firms of all sizes and types. To test our hypotheses, structured equation model (SEM) with partial least squares (PLS) method was employed. Findings The findings indicate that NPD competence and IT competence are antecedent to convergence capabilities, while IT competence is higher influence than NPD competence. Also, convergence capabilities has very significant relationship with NPD performance. This study provides a better understanding of the relationship between NPD competence, IT competence, convergence capabilities, and NPD performance. So companies should focus on improving NPD and IT competence on NPD performance through convergence capabilities.

• Journal of Korean Society for Quality Management
• /
• v.41 no.3
• /
• pp.355-369
• /
• 2013

Purpose: This study is about Lean-NPD (New Product Development). Lean-NPD is Pulip Line's New Product Development type. This study introduced Lean-NPD Definition, Case Study, and Research Model of Lean-NPD. Empirical results of this survey will be provide suggestions to workers. Methods: Researcher developed research model about Lean-NPD activities. And researched Lean-NPD. This study analyzed model fitness and path significant with SEM(Structural Equation Model). Results: Fitness of the research model was satisfactory level. Leadership capabilities and production operations were significantly influence marketing capabilities(t> ${\pm}1.96$). Organizational culture significantly affected marketing capabilities(t> ${\pm}1.96$). R&D capabilities and marketing competencies had significant influence on business performance(t> ${\pm}1.96$). Marketing capabilities had significant influence on quantitative management performance(t> ${\pm}1.96$). Outstanding leadership appear to directly affect Qualitative Performance(t> ${\pm}1.96$). Conclusion: Under the excellent leadership and management environment definite organic Lean-NPD organizational culture significantly affects the operation can be seen. Lean-NPD of operational activities to provide value to customers, customer-oriented marketing activities can be seen that more important than anything. Lean NPD based on customer needs is key factor of growth.

• International Journal of Quality Innovation
• /
• v.8 no.2
• /
• pp.69-87
• /
• 2007

High-tech industries in Taiwan exist in an environment with diverse product requirements and intense cost reduction and information integration stress. They must develop new operational directions to increase industry competitiveness. Therefore, Taiwan's high-tech industries must continue R&D and creativity, establish knowledge sharing mechanisms and improve new product development (NPD) performance. This research analyzed and explored the influences of knowledge management (KM) and knowledge sharing mechanisms introduced by Taiwan's high-tech industries on new product development performance. The relationship between knowledge management capabilities and NPD performance is studied. This research considers the intervening industry and corporate position variables. Taiwan's high-tech industries have gradually entered the era of IT region integration and application with competitive advantage creation based upon core techniques. The in-depth study of knowledge management and knowledge sharing introduced by the high-tech industry revealed double meanings in academic and practical applications. The research results showed the following: (1) the stronger the knowledge management capabilities of Taiwan's high-tech industries, the more significant the NPD performance. (2) The better the knowledge sharing mechanism in Taiwan's high-tech industries, the more significant the NPD performance. (3) Corporate scale is not necessarily the critical factor in NPD success and the influence of corporate scale on NPD performance did not show significant differences. (4) The stronger the degree of leading corporate techniques, the more significant the NPD performance.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.10 no.9
• /
• pp.2440-2450
• /
• 2009

The aim of the study is to look at the impact of 'NPD process planning proficiency' on NPD performance. In particular, the current study examines this effect at firm's level (NPD program), rather than at the level of individual project. This study investigate the impact of process planning proficiency considering other NPD proficiencies (i.e. marketing and technical proficiency). In addition to the main effect of process planning proficiency, the current study investigates the interaction effect between process planning proficiency and marketing proficiency (or technical proficiency). Based on a cross-industry sample of 103 Korean manufacturers, this study examines the impact of NPD process planning proficiency on product family performance. The current study focuses on platform projects which play a critical role on product family's successes. NPD process planning proficiency has significant impact on both NPD technical and commercial performance. Technical proficiency is not directly associated with NPD performance. However, this study finds the interaction effects of technical proficiency with process planning proficiency on NPD performance.

• Knowledge Management Research
• /
• v.21 no.4
• /
• pp.109-127
• /
• 2020

This study empirically investigates the effects of information search on new product development (NPD) process and performance with a sample of 82 NPD projects in 5 firms. The information search is consisted of general sources, internal sources, and external sources. The performance is consisted of technological and market performance. Findings show that information search from internal sources increases the technological knowledge of the NPD team, and information search from external sources increases the market knowledge of the NPD team. The technological and market knowledge of the NPD team increases its technical performance respectively. Only the market knowledge of the NPD team increases its market performance. Overall, the technological knowledge of the NPD team fully mediates the relationship between the information search from internal sources and its technical performance. The market knowledge of the NPD team fully mediates the relationship between the information search from external sources and its technical performance, and the relationship between the information search from external sources and its market performance. There is no other significant mediation relationships between the information searches and the performances. Implications of the research findings are discussed, and recommendation for future research are provided.

• Journal of Information Technology Services
• /
• v.18 no.5
• /
• pp.209-224
• /
• 2019

When evaluating the performance of a NPD(New Product Development) project, it is common to evaluate the project performance according to the achievement of the planned goal in terms of time, quality and cost management, which are usually three main constraints of the project. The evaluation of the financial factors by which sales contributed to the return of the company is more influential. This is why companies need to increase sales and raise profits. Therefore, it is more reasonable to evaluate the sales performance of NPD projects over a certain period of time against the input costs. At this time, we can analyze the causes of inefficient projects and compare them with other projects and find out how to improve the sales performance to help the company increase its competitiveness. In this paper, we analyze the relative efficiency of the sales performance on the input of the projects by using the actual sales in the period of one year after mass production of the NPD projects of 'S' company in ICT industry. Input factors include developer resource and development cost for the NPD reported after the project has been completed, the delay weeks for the schedule targeted at the project planning stage, and the number of quality issues due to development design faults during initial mass-production. The sales figure and the contribution margin of the product after one year from the start of mass production are defined as the output factors. In this paper, we analyze the efficiency of the projects by using data envelope analysis (DEA). As a result, we found out the reason of the inefficient project of DMUs according to the differences in the characteristics of the efficient and inefficient B2B markets based on the result of DEA of NPD projects. Thus, the goal of this paper is to identify strategies for improving sales performance of NPD projects in inefficient markets.

• Journal of Korean Society for Quality Management
• /
• v.42 no.4
• /
• pp.617-632
• /
• 2014

Purpose: This study aims to explore the relationship between the focal firm's interdepartmental cooperation and new product development (NPD) performance with focus on the moderating effect of environmental uncertainty. The basic hypothesized model is that there are positively associated relationships. Methods: The proposed research model was tested using structural equation modeling with 601 responses from multi-functional and multiple respondents in Korean manufacturing firms. Multi-group SEM analyses were conducted to explore the degree to which the hypothesized model was equivalent for different levels of environmental uncertainty. Results: Interdepartmental cooperation between R&D and production is positively associated with NPD performance under both higher and lower environmental uncertainties, while one between R&D and marketing is positively associated under only higher environmental uncertainty. Conclusion: This paper determined that NPD performance is positively correlated with R&D-production cooperation in a focal firm, and the relationship between R&D-marketing cooperation and NPD performance is positively moderated by level of environmental uncertainty. Consequently, this study suggests that it is always important for firms to put much effort on R&D-production cooperation for a better NPD performance, while R&D-marketing cooperation should be enhanced especially under higher environmental uncertainty than lower.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.9 no.6
• /
• pp.183-198
• /
• 2014

This study analyzed the effect of NPD(New Product Development) strategy and standardized NPD activity on NPD performance in KODAK companies. As a result of this study, companies with a specific NPD strategy that can lead and integrate NPD programs were 48.5% and companies without NPD strategy were 51.5% among KOSDAQ companies, which showed that companies without NPD programs were relatively higher than companies with NPD programs. According to result of NPD performance, success rate of new product showed 51.2% and success rate of new product revenue showed 44.87%, but respondents who evaluated NPD performance as "very successful" and "successful" were 53% based on the study of 77 various industries by Kuczmarski & Associates in America in 1993, and the companies in this study showed relatively below-average marks to the result of the study examined by USA PDMA in 1995 as compared to 59% of NPD success rate according to the 2nd study of best practice in 1995 by USA PDMA(Product Development & Management Association). As a result of testing the difference between NPD performances depending on whether company has NPD strategy or not, it showed a significant difference in success rate of NPD depending on NPD strategy and had a higher success rate of NPD as company has NPD strategy. Although NPD activity does not provide with documented process, companies which follow clearly recognized procedure until individual business for product development is completed were 39.6%, indicating that KOSDAQ companies still have fewer standardized NPD procedure than USA companies with 76% as compared to the result of 1990 PDMA in America. As a result of ANOVA test, NPD success rate showed the difference depending on the presence of officially documented process. As a result of Scheffe and Bonferroni test as post hoc test, companies with officially documented process, carrying out a series of business in a given section showed a higher NPD success rate by 18.385 at the 5% significance level than companies with individual business procedure without officially documented process. The difference of this research from the previous studies is that the findings of PDMA in America throughout the United States were applied to the domestic KOSDAQ companies. In addition, the existing studies related to NPD in Korea were conducted for some limited industries in the past, but this study was applied to various industries of KOSDAQ companies. The implications of this study suggest that it is necessary for KOSDAQ Industry Association or other related governmental departments to educate and guide the standardized process about NPD for increasing survival rate and reinforcing competitiveness of the companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.15 no.3
• /
• pp.133-144
• /
• 2020

This study examines the indirect effects of new product development(NPD) on the relationship between entrepreneurial orientation(EO) and business performance is contingent on organization size. Although previous studies have revealed that EO has a positive effect on business performance and NPD, there have been no research attempts to comprehensively grasp the causal path of EO, NPD, and business performance. Therefore, this study analyzed the causal path focusing not only on final financial business performance affected by EO but also on the mediating role of new product development, which is an intermediate performance. Based on the sample of 3,299 firms from the 2018 Entrepreneurship Survey(Corporate), we analyzed the EO-NPD-business performance relationship and explored whether such an indirect effect of EO on business performance differs depending on the size of the firm. The results showed that EO has a positive impact on business performance and NPD. In addition, NPD positively mediates the relationship between EO and business performance under the condition of large size firm, although NPD does not have a direct effect on business performance. With the findings, the current study has principal implications for practicing managers. The result of this study is not to suggest that NPD triggered by EO is a panacea for improving final business performance. The study suggests a need to equip organizational capabilities to successfully commercialize new products and appeal to the market and customers, beyond simply developing new products seeking newness based on EO.

• Journal of Technology Innovation
• /
• v.21 no.2
• /
• pp.57-84
• /
• 2013

New product development(NPD) is imperative management activity for growth and survival of the firm. In the context of the small and medium-sized enterprises(SMEs), the firm became further dependent upon NPD with the increasing turbulence in environments. This research suggests the role of entrepreneurship orientation(EO) and absorptive capacity(ACAP) that affect the success rate of NPD in SMEs. Although each of them has been highlighted as critical resources in the aspect of the sustainable competitive advantage, the relationship and the effect between EO and ACAP have received scant attention. Based on the sample of 261 Korean SMEs, this study examines the direct/indirect effect of EO and ACAP on NPD performance. While innovativeness of EO has the direct effect on NPD performance, both risk-taking and proactiveness of EO show no significance. While realized ACAP has the positive influence on NPD performance, potential ACAP shows no significant influence. In addition, we found that the impact of innovativeness on NPD performance was being partially mediated by ACAP whereas the relationship between proactiveness and NPD performance being fully mediated by ACAP. These findings would provide generic insights that both exploration and exploitation regarding knowledge and resources in SMEs are necessary in order to increase NPD performance and two activities have to align with EO.