The broad objective of this thesis is to extend our understanding of radical new product development (NPD) beyond degree of customer orientation (CO) by assessing the role and influence of both customers and other external influencers (OEIs). While a number of studies have investigated the relationship between CO and NPD outcomes, such studies typically focus on incremental NPD. The role of customers is also typically investigated using numerical scales to understand degree of CO, and fails to consider the important implementation issues of which, when and how customers are involved through the NPD process. In addition to customers, other external influencers (OEIs) such as investors, suppliers, distributors, competitors, universities and advisors are also increasingly involved in radical NPD, but the roles and actual influence of these different groups is unclear. To address these gaps in the literature this thesis adopts a network approach to investigate the role of customers and OEIs in the development of six radical new products. Six retrospective case studies are conducted, all involving the development of radical ICT products targeted at industrial markets. To provide further insight, three of these cases involve successful new products while the remaining three involve unsuccessful products. Analysis of case data involves qualitative and quantitative network analysis as well as thematic analysis of interview transcripts. Clear differences are found between the ways in which the successful and unsuccessful cases involve customers and OEIs. For example, firms developing successful products focus on existing customers with whom they have strong previous relationships, while developers of unsuccessful products do not. Furthermore, the successful cases all involve customers actively as co-developers of the product, while none of the unsuccessful cases take this approach. These findings are presented in detail and discussed in relation to the existing literature. A set of empirically-based propositions are outlined as a foundation for future research.

The broad objective of this thesis is to extend our understanding of radical new product development (NPD) beyond degree of customer orientation (CO) by assessing the role and influence of both customers and other external influencers (OEIs). While a number of studies have investigated the relationship between CO and NPD outcomes, such studies typically focus on incremental NPD. The role of customers is also typically investigated using numerical scales to understand degree of CO, and fails to consider the important implementation issues of which, when and how customers are involved through the NPD process. In addition to customers, other external influencers (OEIs) such as investors, suppliers, distributors, competitors, universities and advisors are also increasingly involved in radical NPD, but the roles and actual influence of these different groups is unclear. To address these gaps in the literature this thesis adopts a network approach to investigate the role of customers and OEIs in the development of six radical new products. Six retrospective case studies are conducted, all involving the development of radical ICT products targeted at industrial markets. To provide further insight, three of these cases involve successful new products while the remaining three involve unsuccessful products. Analysis of case data involves qualitative and quantitative network analysis as well as thematic analysis of interview transcripts. Clear differences are found between the ways in which the successful and unsuccessful cases involve customers and OEIs. For example, firms developing successful products focus on existing customers with whom they have strong previous relationships, while developers of unsuccessful products do not. Furthermore, the successful cases all involve customers actively as co-developers of the product, while none of the unsuccessful cases take this approach. These findings are presented in detail and discussed in relation to the existing literature. A set of empirically-based propositions are outlined as a foundation for future research.

The broad objective of this thesis is to extend our understanding of radical new product development (NPD) beyond degree of customer orientation (CO) by assessing the role and influence of both customers and other external influencers (OEIs). While a number of studies have investigated the relationship between CO and NPD outcomes, such studies typically focus on incremental NPD. The role of customers is also typically investigated using numerical scales to understand degree of CO, and fails to consider the important implementation issues of which, when and how customers are involved through the NPD process. In addition to customers, other external influencers (OEIs) such as investors, suppliers, distributors, competitors, universities and advisors are also increasingly involved in radical NPD, but the roles and actual influence of these different groups is unclear. To address these gaps in the literature this thesis adopts a network approach to investigate the role of customers and OEIs in the development of six radical new products. Six retrospective case studies are conducted, all involving the development of radical ICT products targeted at industrial markets. To provide further insight, three of these cases involve successful new products while the remaining three involve unsuccessful products. Analysis of case data involves qualitative and quantitative network analysis as well as thematic analysis of interview transcripts. Clear differences are found between the ways in which the successful and unsuccessful cases involve customers and OEIs. For example, firms developing successful products focus on existing customers with whom they have strong previous relationships, while developers of unsuccessful products do not. Furthermore, the successful cases all involve customers actively as co-developers of the product, while none of the unsuccessful cases take this approach. These findings are presented in detail and discussed in relation to the existing literature. A set of empirically-based propositions are outlined as a foundation for future research.

The broad objective of this thesis is to extend our understanding of radical new product development (NPD) beyond degree of customer orientation (CO) by assessing the role and influence of both customers and other external influencers (OEIs). While a number of studies have investigated the relationship between CO and NPD outcomes, such studies typically focus on incremental NPD. The role of customers is also typically investigated using numerical scales to understand degree of CO, and fails to consider the important implementation issues of which, when and how customers are involved through the NPD process. In addition to customers, other external influencers (OEIs) such as investors, suppliers, distributors, competitors, universities and advisors are also increasingly involved in radical NPD, but the roles and actual influence of these different groups is unclear. To address these gaps in the literature this thesis adopts a network approach to investigate the role of customers and OEIs in the development of six radical new products. Six retrospective case studies are conducted, all involving the development of radical ICT products targeted at industrial markets. To provide further insight, three of these cases involve successful new products while the remaining three involve unsuccessful products. Analysis of case data involves qualitative and quantitative network analysis as well as thematic analysis of interview transcripts. Clear differences are found between the ways in which the successful and unsuccessful cases involve customers and OEIs. For example, firms developing successful products focus on existing customers with whom they have strong previous relationships, while developers of unsuccessful products do not. Furthermore, the successful cases all involve customers actively as co-developers of the product, while none of the unsuccessful cases take this approach. These findings are presented in detail and discussed in relation to the existing literature. A set of empirically-based propositions are outlined as a foundation for future research.

The broad objective of this thesis is to extend our understanding of radical new product development (NPD) beyond degree of customer orientation (CO) by assessing the role and influence of both customers and other external influencers (OEIs). While a number of studies have investigated the relationship between CO and NPD outcomes, such studies typically focus on incremental NPD. The role of customers is also typically investigated using numerical scales to understand degree of CO, and fails to consider the important implementation issues of which, when and how customers are involved through the NPD process. In addition to customers, other external influencers (OEIs) such as investors, suppliers, distributors, competitors, universities and advisors are also increasingly involved in radical NPD, but the roles and actual influence of these different groups is unclear. To address these gaps in the literature this thesis adopts a network approach to investigate the role of customers and OEIs in the development of six radical new products. Six retrospective case studies are conducted, all involving the development of radical ICT products targeted at industrial markets. To provide further insight, three of these cases involve successful new products while the remaining three involve unsuccessful products. Analysis of case data involves qualitative and quantitative network analysis as well as thematic analysis of interview transcripts. Clear differences are found between the ways in which the successful and unsuccessful cases involve customers and OEIs. For example, firms developing successful products focus on existing customers with whom they have strong previous relationships, while developers of unsuccessful products do not. Furthermore, the successful cases all involve customers actively as co-developers of the product, while none of the unsuccessful cases take this approach. These findings are presented in detail and discussed in relation to the existing literature. A set of empirically-based propositions are outlined as a foundation for future research.

This article investigates the practical application of open innovation principles within industrial new product development (NPD). Previous research on open innovation has primarily focused on the notion as such and not yet on how to integrating the principles of open innovation with well- established models for NPD. We aim to help close this knowledge gap. The purpose of this study is to explore how firms can benefit from opening up the NPD process by integrating the principles of open innovation with the well-known and widespread Stage-Gate model. To do this, previous literature is studied in combination with case study data investigating the existing occurrences and potential opportunities of employing the principles of open innovation within NPD at a firm within the upstream Oil &amp;amp; Gas business. Our empirical study shows that there are great virtues in the systematization of the already occasionally occurring open innovation practices. Additionally, a noticeable desire to pursue a more open approach to NPD was identified among the respondents. The results of this study allowed the enactment of a practitioner-oriented work model which exploits the advantages of “openness” while simultaneously capturing the benefits deriving from the systematic and structured approach implied by the Stage- Gate model. Furthermore, by opening up the Stage-Gate model, yet another opportunity is exposed: to allow the work model to facilitate a systematic adjustment of the way value is created and captured within the company (I.e. its business model and its underlying core capabilities) to the external environmental dynamics. This aspect is further included in the new work model. The main implications of this study are that is indicates great opportunities and possibilities in opening up the NPD process. It further introduces an easy applicable work model that facilitates the opening. Moreover, our results apply not only to firms within the Oil &amp;amp; Gas industry, but to all NPD processes where a Stage-Gate methodology is employed. / <p>Validerat; 20101217 (root)</p>

Background: It is argued that most of the new product do not fail in the end but it fails in the beginning of the innovation. Managing front end of NPD, is the most important and difficult challenges facing the innovation managers. Effectively promoting front end activities can contribute directly to the success of the new product. So, integrating market-based partners (suppliers and customers) in the front-end phase enhances the quantity and quality of ideas. Problem discussion: Authors have suggested the involvement of market-based partners as early as possible in the NPD process will reduce the fuzziness in front end phase. The collaboration process with market-based partners implies that combining the idiosyncratic resources in unique ways, firms would relish greater innovation success. But this process of integration or collaboration with market-based partners are not that easy as it entails different appropriation and coordination concerns. Majority of the literature is concentrated on integrating market-based partners in the back-end activities of NPD, leaving a bit of void in the front-end phase of NPD. Method: The methodological choice of this thesis follows an exploratory study to seek new insights into an existing subject. The thesis is a following a deductive approach and is qualitative in the research choice. Purpose: To provide insights on integrating market-based partners in the front-end phase of new product development where the information is scattered around. This thesis identifies a structure that facilitates the integration of market-based partners in the fuzzy front end of NPD to mitigate the appropriation concerns and challenges.

INNOFACTURE - innovative manufacturing development

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.

Product development process (PDP) architecture holds the key to the management of New Product Development (NPD). A lot of care is exercised in managing the NPD to reduce risk and uncertainties. There exists potential scope for improvement both in initial planning as well as execution of the NPD program by studying the PDP architecture. This research work seeks to taps this potential and presents an analytical tool to aid the NPD Managers. In this research work Design Structure Matrices (DSM) are used to represent the PDP architecture. The Work Transformation Matrix (WTM) is a kind of DSM and it was introduced for the analysis of concurrent task structures. However a generalized task structure has not been studied analytically in the literature. In order to study a generalized task structure we add two new matrix types to the WTM set to represent the task network interconnections and the task interdependence. First we study the pure sequential task iteration structure for NPD and show that it has lower engineering effort (cost and time) than the concurrent task iteration structure previously discussed in literature. Next we study the generalized task iteration structure and derive the expressions for total work and cost vectors. This is a major research contribution since only simulation based methods are currently available for studying generalized task iteration structures. The optimization of sequencing interdependent tasks is a well known NP hard problem in NPD literature. For small sized task sets, exhaustive enumeration of all possible sequencing and their corresponding time or cost vectors can be computed to determine the optimal sequence. However for large sized task networks, only heuristic methods are deployed. Using the closed form expression for cost and time vectors for a pure sequential task iteration structure derived earlier in this research work, we attempt to devise a method to optimally sequence the design tasks. We develop new matrix combining both the node and link weightages of task network. Using the time vector relationship between sequential and concurrent task structures, it is shown that the optimal task sequence corresponds to the reordering of this combined matrix whose “Dominance index” (sum above the diagonal) is minimum. Finally, we use some of the standard test cases from the PDP literature to demonstrate our research findings.