Many companies depend on their innovation capabilities to increase sales in an increasinglycompetitive market. This affects the companies’ R&D departments, which have to identify and develop new products that the market demands. However, even though new product development has been a well-researched area, there is still a gap between theory and practice regarding how to implement efficient new product development processes. Therefore, this study has investigated how the outcomes of new product development projects can be more  consistent. Particularly, the study has focused on how project governance of new product development can be improved. This investigation has been done by conducting a case study of six new product development projects at Sandvik Materials Technology in Sandviken, Sweden, a world-leading manufacturer of high-value added steel products. The results indicate that new product development at Sandvik Materials Technology works well, however there is still room for improvement. The findings suggest that in order to improve the consistency of the project outcomes, education in the process and workshops are needed. Furthermore, roles and responsibilities should be more specific and a structure for how to handle projects in the matrix organization has to be implemented. The findings of this study have implications both on the theoretical and practical aspect. Regarding the theoretical aspect, the findings provide additional data in a well-researched area  that still has a knowledge gap between literature and practice. Furthermore, from a theoretical point of view, the findings show how a world-leading manufacturer can improve the consistency of its new product development project outcomes. / Många av dagens företag måste förlita sig på sin produktutveckling för att öka försäljningen på enalltmer konkurrensutsatt marknad. Detta påverkar företagens forskning- och utvecklingsavdelningar som måste identifiera och utveckla produkter som marknaden efterfrågar. Trots att produktutveckling är ett väl utforskat område finns det ett gap mellan de teoretiska modeller och den praktiska implementeringen av dem. Denna studie har därför studerat hur resultatet av produktutvecklingsprojekt kan förbättras. Mer specifikt har denna studie fokuserat på hur styrningen av produktutvecklingsprojekt kan bli bättre. En fallstudie på sex produktutvecklingsprojekt i Sandvik Materials Technology, en världsledande tillverkare av högt förädlade stålprodukter, i Sandviken, Sverige har bidragit till empirin. Resultatet indikerar att produktutvecklingen på Sandvik Materials Technology fungerar bra, däremot finns det utrymme för förbättringar. Förbättringarna gäller framförallt utbildning i processerna, workshops, förtydliga roller och ansvar och en tydlig struktur för hur produktutvecklingsprojekt ska hanteras i matrisorganisationen. Studien kommer att bidra till teorin genom empiri i form av en fallstudie. Denna fallstudie kan tillsammans med andra studier fylla gapet mellan teoretiska projektmodeller och den praktiska implementeringen av dem. Denna studie kommer även att bidra till en förbättring av Sandvik Materials Technologys produktutvecklingsprojekt.

Företag utvecklar nya produkter för att öka intäkterna och fortsätta vara konkurrenskraftiga. Produktutveckling är ett område det forskats mycket inom och forskningen fokuserar ofta på innovativa produkter. Det ursprungliga problemet för denna uppsats var att göra en undersökning inför utvecklingen av en produkt med låg grad av teknisk innovation. Den tidigare forskningens höga fokus på innovation kombinerat med att uppdragsgivaren inte har några processer för produktutveckling gjorde att uppsatsens omfattning utökades. Denna uppsats presenterar en modell för utveckling av produkter med låg innovation samt en applicering av modellen. Modellen utvecklades genom att studera tidigare litteratur om produktutveckling, främst kring Stage-Gate modeller, och även om kriterier och best-practice inom produktutveckling. Litteraturstudien kombinerades med resultat från intervjuer och resulterade i en modell för utveckling av låginnovativa produkter. Modellen är delad i två delar, den första fokuserar på analys av produktförslaget och den andra fokuserar på att utveckla produkten. Jämfört med tidigare modeller har omfattningen för de olika stegen och gaterna blivit mer fokuserad och tydlig. Den första delen av modellen testades genom att applicera den på det ursprungliga produktförslaget. Testet visade att modellen är passande för den typen av produkter och att de föreslagna generella kriterierna var rimliga. För den specifika produkten visade modellen att produkten var strategiskt passande för företaget och att den är tekniskt genomförbar. De finansiella beräkningarna visade att produkten möjligen inte är tillräckligt attraktiv finansiellt. Några av uppsatsens huvudsakliga slutsatser rör skillnader beroende på hur innovativ produkten är. Processens start skiljer sig signifikant, för innovativa produkter börjar den med en idé och för denna forsknings miljö med ett specifikt förslag. Fokus i finansiella frågor skiljer sig också. Överlag kunde slutsatsen att produktutveckling med en Stage-Gate-metod passar för produkter med låg grad av teknisk innovation dras men det krävs förändringar från tidigare forskning / To increase revenues and continue to stay competitive companies develop new products. Newproduct development is a widely researched field and the focus of the research is often on highly innovative products. The original problem for this thesis was to perform research for the development of a product with a low level of technological innovation. The high focus on innovation in previous research combined with the lack of product development processes in the case company led to a new more extensive scope of this thesis than the original problem. This thesis presents a model for development of products with low level of innovation that has been developed and tested.The model was developed by reviewing previous literature on new product development in general and Stage-Gate models for product development in particular. Literature about criteria and best practices in product development was also studied. The literature review was combined with findings from early interviews and resulted in a development model for low innovative products. The model is divided in two parts, the first focused on analysis of the product suggestion and the second focused on developing the actual product. Compared to previous models, the scope of the stages and gates has been more focused and clear.The first part of the model was tested by applying it to the initial case. The test showed that the model is suitable for a product of that type and that the general criteria proposed was reasonable. For the specific case, the model showed that the product was a strategic fit for the company and that it is technically feasible. The financial calculations showed that the product might not financially attractive enough.Some of the main conclusions of the research are regarding differences depending on how innovative the product is. The starting point differs significantly, with an idea for innovative products and a specific suggestion in the setting of this research. The financial focus also differs. Overall it could be concluded that development with a Stage-Gate approach is suitable for products with low level of technological innovation with some changes from previous literature.

Purpose: The purpose of this paper is to investigate the effects of self-efficacy, process feedback and task complexity on decisions by managers to continue or discontinue a new product after receiving negative performance feedback. Design/methodology/approach: This paper uses a classroom experiment design and uses logistic regression and a chi-square test to analyze the data. Findings: The findings of this paper show that self-efficacy, process feedback and task complexity have not only main effects but also interactive effects on managers’ go or no-go decisions; further, the main effects are mediated by interactions. The effect of self-efficacy is moderated by process feedback and task complexity. Process feedback and task complexity also have an interactive effect on decisions about new products by decision-makers. Research limitations/implications: This paper extends the theory of escalation of commitment (EOC) by showing that self-efficacy, process feedback and task complexity can influence decision-makers’ go or no-go decisions after they have received negative performance feedback. Practical implications: This paper provides useful guidelines for managers on how to reduce the likelihood of EOC. Originality/value: The originality and value of this paper lie in its being the first to examine the effects of process feedback and task complexity on the EOC.

L’objectif des travaux relatés dans ce manuscrit est de proposer une méthodologie qui garantit une réduction du nombre de critères de sélection de partenaires à utiliser (donc de ressources à consommer), tout en permettant de choisir les critères les plus représentatifs pour l’utilisateur. L’ensemble des critères ainsi choisi par l’utilisateur à travers un paramètre de contrôle, n’influence pas le classement des partenaires potentiels ou s’il l’influence, celle-ci est maîtrisée et connue par l’utilisateur. La méthodologie s’appuie sur une structuration de critères faisant appel à la notion de distance causale ou sémantique. Pour ce faire, les algorithmes de « Dijkstra » et de Classification Ascendante Hiérarchique (CAH) ont été utilisés de manière successive. Cette démarche de structuration est appliquée à un ensemble de 101 critères de sélection. Les résultats sont interprétés afin d’en démontrer la portée dans le processus de recherche de partenaires / The objective of the research performed here is to propose a methodology that guarantees a reduction in the number of criteria for selecting partners to use (i.e. reduction of resource consumption) while allowing to choose the most representative criteria for users. The set of criteria chosen in this way does not influence the ranking of potential partners at all, or the influence is mastered and known by the user who has to interact with the algorithm. The methodology looks structuring criteria using the causal or semantic distance. To achieve this, the algorithms of "Dijkstra" and Agglomerative Hierarchical Clustering (AHC) have been used in sequence. This structuring is applied to a set of 101 criteria. The results are interpreted to demonstrate how the selection process can be optimized for a given usage scenario

This study aimed to answer the question whether time to market and competition pressure are important issues for new companies with a software products and whether they affect the development process and decision-making regarding releasing or the product. The study is based on the literature data and interviews with six technology startup companies. It investigated how the concept of minimum viable product is used by the companies for testing the product-market fit and how they apply principles of user-centred design for providing a good user experience of their products. I found that innovative products helped the companies escape direct competition. The development cycle was mostly defined by the industry standards and concrete customer needs rather than the competition pressure. User-centred design practices are widely implemented by the startups, but they are not always complete. In today's software market, the experience that the customers are provided with new products seems to be more important for the startups than formalisation of the development process and the product's time to market. / Den här studien sökte besvara frågan huruvida tid till marknadsintroduktion och tryck från konkurrenter är viktiga faktorer för nya uppstartbolag inom mjukvaruutveckling och huruvida dessa faktorer påverkar utvecklingsprocessen och beslut rörande produktlansering. Studien baserar sig på en litteraturgranskning och intervjuer med sex teknologiuppstartbolag. Studien undersökte hur konceptet av minsta bärkraftiga produkt används av uppstartbolagen för att testa hur bra produkten passar marknaden och hur bolagen använder principer från användarcentrerad design för att ge en god användarupplevelse i sina produkter. Jag fann att innovatina produkter hjälpte bolagen undvika direkt konkurrens. Utvecklingscykeln bestämdes framför allt av industristandarder och konkreta behov från kunderna i stället för av trycket från konkurrenter. Användarcentrerad designpraxis är vida erkänd hos uppstartbolagen, men tillämpningen är inte alltid komplett. I dagens mjukvarumarknad verkar kunders användarupplevelse i nya produkter vara viktigare för uppstartbolagen än att formalisera utvecklingsprocessen och produktens tid till marknadsintroduktion.

Testing is a crucial process for organizations to identify any defects, ensure high-quality standards, enhance customer experience, mitigate risks, and comply with regulations. With proactive identification and resolution of problems, efficient testing saves time, money, and effort, ultimately contributing to the organization's overall success. The ABB Robotics Quality Management team for New Product Development projects identified that the current testing is process-oriented which results in overlapping test activities, delays, and increased costs. The lack of a holistic approach was identified as the main problem for the testing processes. Testing for New Product Development in the robotics industry is a time-consuming and costly activity. To deliver high-quality and reliable robot solutions, it is essential to test the right items at the right stage of development. The purpose of this research is to build a Test Strategy for New Product Development projects at ABB Robotics. The major objectives for the generated test strategy include identification of the right test methodologies, early identification of bugs and failures, achieving sufficient test coverage through component, module, integration, and system levels of testing, testing at the right level and stage, early verification of all requirements, better product quality, accelerated time to market, and superior customer experience. This research will focus on the mentioned aspects and won't address certain areas such as how suppliers conduct their testing, how test data is transferred from suppliers to ABB Robotics, processes after new product development projects are completed, and the testing processes in customer service. The research methodology involves a thorough literature review, an analysis of internal documents, international standards, and interviews within ABB Robotics, as well as external interviews and benchmarking with three well-known companies in the industry. With the support of the findings, recognized patterns, and analysis, a test strategy with its three major key strategic themes aligned with ABB Robotics' research objectives was generated with an implementation plan.

No description available.

This study aims to explore how integrating Product Lifecycle Management (PLM) capabilities into the new fashion product development process can foster sustainability. The aspects that triggered this research are that the fashion sector has a detrimental impact on the environment and there is limited attention on the role of PLM in fostering sustainability. To address the research aim, a qualitative research approach with abductive reasoning was adopted, owing to the explorative nature of the study. Data were collected using semi-structured interviews with seven fashion brands having origins in England, Spain, Germany, and Italy. A convenience sampling method was employed to select fashion brands for data collection. Interview data were analysed thematically by applying the dynamic capability theory as the theoretical lens. The study findings revealed that integrating PLM into new product development can foster sustainability in four key ways: digital coordination for co-creation, sustainable raw material selection and lifecycle assessment within PLM, minimisation of waste, and development of innovative approaches. Digital coordination through co-creation platforms and real-time communications helps overcome traditional barriers to collaboration, such as miscommunication and slowness of feedback, creating more aligned operations. The PLM systems’ material selection options directly impact sustainability because they support designers in making smart choices from the outset. LCAs embedded within PLM systems can also help with decision-making by measuring the impact of products upon the environment from their conception to disposal. Fashion brands can make informed decisions about material selection, and design impacts far earlier in the product-development process than was previously possible through embedding lifecycle assessment (LCA) data. Additionally, resistance to change was identified as a threatening force to the effective implementation of PLM tools. The study recommended that fashion brands incorporate their sustainability goals into PLM and invest in training programs to educate employees on using PLM tools to foster sustainability.

Yes / Purpose Drawing on panarchy theory and adaptive cycles, this study aims to investigate the role of reorganisation capabilities on firms' supply chain resilience. The conceptual model underpinned by panarchy theory is tested in the agrifood supply chains disrupted by a geopolitical crisis and faced with material shortage. The study considers circularity as a core reorganisational capability and measures its interplay with two other capabilities: new product development and resource reconfiguration capabilities to achieve supply chain resilience. Design/methodology/approach A quantitative research design is followed to test the relationships between circularity capabilities, resource reconfiguration capabilities, new product development capabilities and supply chain resilience. The data is collected with a survey applied to a sample drawn from food manufacturers who are dependent on wheat and sunflower oil as raw materials and when faced with material shortages. Measurement models and hypotheses are tested with the partial least squared structural equation modelling (PLS-SEM) based on 354 responses. Findings Our results show that new product development and resource reconfiguration capabilities fully mediate the relationship between circularity capabilities and supply chain resilience. In other words, the food producers achieved supply chain resilience in response to agrifood supply chain disruption when they mobilised circularity capabilities in combination with new product development and resource reconfiguration capabilities. Originality The study explores the release and reorganisation phases of adaptive cycles in a panarchy by analysing the interplay between different capabilities for building supply chain resilience in response to disruptions challenging supply chains from higher levels of the panarchy. The results extend the theoretical debate between circularity and supply chain resilience to an empirical setting and suggest the introduction of new variables to this relationship. Practical implications The findings suggest that producers in the agrifood industry and even those in other industries need to develop circularity capabilities in combination with new product development and resource reconfiguration capabilities to tackle supply chain disruptions. In a world that is challenged by geopolitical and climate-related crises, this means leveraging 3R practices as well as resource substitution and reconfiguration in new product development processes.

由於大環境的改變，公司間的競爭越來越激烈；顧客對新產品的需求也因為新技術的出現日益增加。為了因應全球化競爭及產品生命週期縮短的大環境，迅速及優異的新產品發展成為公司重要的競爭優勢。為了強化公司的競爭優勢，新產品發展已成為一重要議題。本論文著重於研究改善新產品發展的過程，探討影響新產品發展的關鍵因素，尤其是生產與研發間的關係。 本論文分為五個部分，第一章探討新產品發展的概念及基礎理論，說明新產品發展從單一功能政策進化為今日的跨功能性政策的一環。第二章對影響新產品發展的關鍵因素做詳盡介紹，說明跨功能性的整合將會是新產品發展成功的關鍵方法。第三章仔細討論研發與製造間的關係，並將兩者的角色由傳統的分別為單一部門功能的觀點打破，且將產品的設計與製程均視為新產品發展的重要功能，試圖詮釋將單一個人╱部門的知識與成功的新產品發展連結的可能性。第四章將探討知識傳遞的限制、知識管理及組織學習的基本理論。第五章將介紹重要的管理上、組織上及技術上的支援工具，並希望藉由這樣的分析能夠瞭解新產品開發過程中各關鍵因素間的關係。第六章將介紹實務上所使用的新產品開發觀念，這部分的資料是由個案訪問而來，選了三家不同產業具國際營運的公司為例，對實務做驗證。最後，提出一新產品開發的「最佳實務」，包括了重新定義新產品開發過程中的功能，並提出一良好管理新產品開發的建議。 / Nowadays the competitions among companies become more and more fierce due to the dramatic change of competitive environment. The demands of new products are accelerated by the emerging new technologies. The rapid and excellent new product development (NPD) has become a great strategic advantage to be accommodated to the global competition with shorter product life cycle. In order to enhance the competitive advantage, improving NPD has become a vital issue for companies. This thesis focuses on improving the NPD process. Factors influencing the NPD process are discussed in detail, especially the interface between R&D and production. The thesis is divided into five parts, starting with a general view on NPD in the first chapter. There it will be shown, how NPD has changed over the last decades from a traditional approach of functional-development to a cross-functional process today. Factors influencing this effective collaboration are presented in chapter two. In chapter three, the interface between R&D and production is directly scanned. It will be distinguished between the individual knowledge bases of the different departments. Process and product knowledge can be identified as the parts to be matched and will be illustrated. Consequently, the possibilities of linking those knowledge bases during NPD are shown. Chapter four will focus on the limitations of knowledge transfer and the fundamentals of knowledge management and organizational learning will be presented. In chapter five, supportive organizational, managerial and technological tools will be analyzed. The multiple views on NPD assure that all factors influencing the process are analyzed and proven according to their leverage on the process. In chapter six, currently used NPD concepts are outlined. The information presented was gathered through interviews carried out at globally operating companies who have technological centers and production sites in Sweden. To avoid focusing on NPD practices in an industry, the companies were chosen according to their product lines and customer segments. The final part will present best practices in NPD. This includes reconsidering all the discussed aspects and presenting a recommendation about how to organize NPD superiorly.