Assimakopoulos / Carayannis / Dossani Knowledge Perspectives of New Product Development

A Comparative Approach
1. Auflage 2011
ISBN: 978-1-4614-0248-0
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 330 Seiten

Reihe: Innovation, Technology, and Knowledge Management

New Product Development (NPD) is about the ideation, formulation, and implementation of new and superior solutions in the market. Beyond the obvious need for organizations to innovate in order to compete, embedded in any NPD program are knowledge, technological expertise, and the social networks that convert these capabilities into offerings that create value at every level-for customers, industries, communities, and regions.   This volume provides an array of knowledge perspective in NPD across multiple levels of analysis and geographic regions, including Europe, the United States, China, Japan, and India, to explore the dynamics of NPD in today's global environment.   Presenting case studies from such industries as ICT services, semiconductors, software development, bio-technology, higher education, and even safety for children's toys, and drawing from a variety of theoretical perspectives, including technology and knowledge management, sociology, economic geography, and organizational behavior, the authors highlight critical success and failure factors in NPD. Among the topics covered:New product development teams, including multi-functional and multi-site teamsDe-localization and off-shoring of tasks and processesIndividual competencies and organizational capabilitiesUniversity-industry interactions, high-tech clusters, and technology transfer Technology policy

Autoren/Hrsg.

Dossani, Rafiq

Assimakopoulos, Dimitris G

Carayannis, Elias G.

Inhaltsverzeichnis

1;Knowledge Perspectives of New ProductDevelopment;3
1.1;Series Foreword;5
1.2;Preface;9
1.3;Contents;13
1.4;Contributors;15
1.5;Chapter 1: How Path Dependency Affects Innovative Behavior of Firms;19
1.5.1;1.1 Introduction;19
1.5.2;1.2 Innovative Behavior of Firms and Path Dependency;20
1.5.3;1.3 The Framework for Analysing Path Dependency and Innovative Behavior;23
1.5.4;1.4 Data and Method;25
1.5.5;1.5 Results;30
1.5.5.1;1.5.1 Factor Analysis of Innovation Indicators;30
1.5.5.2;1.5.2 The Differences in Innovative Behavior Across Sectors;33
1.5.6;1.6 Conclusions;38
1.5.7; Indicators of Inputs;41
1.5.7.1; Sources of Knowledge for Innovation;41
1.5.8; Process Indicators;42
1.5.9; Output Indicators;42
1.5.10;References;45
1.6;Chapter 2: Factors Affecting the Performance of New Product Development Teams: Some European Evidence;47
1.6.1;2.1 Introduction;47
1.6.2;2.2 Designing NPD Teams;48
1.6.2.1;2.2.1 Team Size and Team Composition;49
1.6.3;2.3 The Processes and Behavioral Characteristics of NPD Teams;51
1.6.3.1;2.3.1 Process Conditions;51
1.6.3.2;2.3.2 Behavioral Characteristics;56
1.6.4;2.4 Leading and Monitoring the Performance of NPD Teams;56
1.6.5;2.5 The Role of the Organizational Environment;58
1.6.6;2.6 Discussion and Conclusions;60
1.6.7;References;63
1.7;Chapter 3: Knowledge Flows in an NPD Team from the Semiconductor Industry;67
1.7.1;3.1 Introduction;67
1.7.2;3.2 Main Concepts;68
1.7.3;3.3 Research Methodology;73
1.7.4;3.4 Main SNA Findings;75
1.7.4.1;3.4.1 Seeking Managerial/Organizational Advice;75
1.7.4.2;3.4.2 Seeking Technical Advice;77
1.7.4.3;3.4.3 Discussing New Ideas/Innovation;81
1.7.4.4;3.4.4 Quantifying Overall Network Connectivity and Identifying Key Individual Roles;84
1.7.4.5;3.4.5 External (Yellow) and Internal (Red and Blue) Nodes and Linkages;86
1.7.5;3.5 Fostering Organizational Capabilities;88
1.7.6;3.6 Concluding Thoughts;90
1.7.7;References;91
1.8;Chapter 4: Strategies for Fostering Local New Service Development Teams in CapGemini and the MINALOGIC Cluster in Grenoble;93
1.8.1;4.1 Introduction;93
1.8.2;4.2 Two Case Studies: Capgemini and Minalogic;94
1.8.3;4.3 Capgemini: The Impact of Relocation on Models of Organization of the Development of Innovative Products and Services and on the Abilities of Local Development Teams;95
1.8.3.1;4.3.1 Description of Capgemini’s Development Process for New Products;95
1.8.3.2;4.3.2 The Organization of the Innovation and Development Value Chain;96
1.8.3.3;4.3.3 The Rightshore TM Model;96
1.8.3.4;4.3.4 The Impact on Professions/Jobs;97
1.8.3.5;4.3.5 Strengthening the Expertise of Local Development Teams;98
1.8.3.6;4.3.6 Conclusion;98
1.8.4;4.4 Minalogic: The Impact of Collaboration at a District Level on Models of Organization of the Development of Innovative Products and Services and on the Abilities of Local Development Teams;99
1.8.4.1;4.4.1 The Level of Collaboration and Related Limits;100
1.8.4.2;4.4.2 Strengthening the Performance of Local Development Teams in the Framework of Collaborative Projects;101
1.8.4.3;4.4.3 Strengthening Performance: From the Point of View of the Project;101
1.8.4.4;4.4.4 Strengthening Performance: From the Point of View of the SMEs Participating in the Project;102
1.8.4.5;4.4.5 Capitalizing on Abilities and Collective Learning at a District Level;102
1.8.5;4.5 Learning and Recommendations for Strengthening the Ability to Innovate in Local Teams;102
1.8.5.1;4.5.1 Strengthening Innovation Ability at a District Level;105
1.8.5.2;4.5.2 Project Management Abilities;105
1.8.5.3;4.5.3 Individual Aptitudes Specific to Collaborative and Global Projects;106
1.8.5.4;4.5.4 Collective Abilities;106
1.8.5.5;4.5.5 Mastering Key Roles;107
1.8.5.6;4.5.6 The Ability to Ensure the Development of Distinctive Competencies;107
1.8.5.7;4.5.7 Iteration and Capitalization Abilities;108
1.8.5.8;4.5.8 The Appropriation of Methods and Tools and the Setting Up of Adequate Principals of Organization;109
1.8.6;4.6 Concluding Thoughts;110
1.8.7; Annex 1 The Grenoble District and Innovation;110
1.8.8; Annex 2 The Division of Key Roles Between Onshore and Offshore and the Abilities to Be Strengthened in the Capgemini Case (Source: Capgemini);111
1.8.8.1;Division of Roles and Responsibilities in the Rightshore TM Project;111
1.8.8.2;Synthesis of the Abilities to Be Strengthened in the Framework of the Rightshore TM Model of Organization;112
1.8.9; Annex 3 A List of the Abilities Linked to Collaborative Project Management;112
1.8.10; Annex 4 A List of the Abilities Associated with the Exploitation of the Results of Collaborative Projects;114
1.8.11;Annex 5 The Project Team Between Business Unit and Resource Centers;114
1.8.12;References;115
1.9;Chapter 5: Regional Embeddedness of Multinational Enterprises in European Regions;117
1.9.1;5.1 Introduction;117
1.9.2;5.2 Regional Embeddedness and Innovative Activity;118
1.9.2.1;5.2.1 Regional Embeddedness;118
1.9.2.2;5.2.2 Basic Characteristics of Innovative Activity;119
1.9.2.3;5.2.3 Context Specificity of Innovation;120
1.9.2.4;5.2.4 MNEs and Regional Embeddedness;121
1.9.2.5;5.2.5 Conclusions;122
1.9.3;5.3 Regional Embeddedness and the Presence and Absence of MNEs in European Regions;124
1.9.3.1;5.3.1 Methodological Approach;124
1.9.3.2;5.3.2 Clustering European Regions;127
1.9.3.2.1;5.3.2.1 Industrial Regions;128
1.9.3.2.2;5.3.2.2 Lagging Regions;129
1.9.3.2.3;5.3.2.3 Regional Leaders;130
1.9.3.3;5.3.3 Matching of the Regional Clusters with the Location of Multinational Enterprises in Europe;133
1.9.4;5.4 Conclusions;136
1.9.5;References;138
1.10;Chapter 6: Competencies for the “Technological Europe” of Tomorrow: A New Model and an Emerging Concept of Interorganizational Competence;141
1.10.1;6.1 Introduction;141
1.10.2;6.2 Collective Competence and Environmental Competence: Limitations of the Current Thinking;142
1.10.2.1;6.2.1 Competencies and Collective Competence: Issues and Links;142
1.10.2.2;6.2.2 Environmental Competence: An Emerging Concept with Identifiable Limitations;143
1.10.3;6.3 Our Research Topic and Context: Competencies for the “Technological Europe” of Tomorrow;145
1.10.3.1;6.3.1 Matri: A Target for All of Europe;145
1.10.3.2;6.3.2 Identifying Competencies and the Links Between Them;145
1.10.3.3;A Few Words About Our Methodology;146
1.10.4;6.4 Findings: Collective Competence Is Changing in Content and Scope;146
1.10.4.1;6.4.1 Think and Manage Globally;147
1.10.4.2;6.4.2 Serve the Customer;148
1.10.4.3;6.4.3 Absorb Knowledge Outside the Project Team and Capitalize on Knowledge Within the Project Team;148
1.10.4.4;6.4.4 Leverage Ongoing Learning and Skills Development;148
1.10.4.5;6.4.5 Use and Improve Upon Technologies Developed at Other Company Facilities and by Partners;149
1.10.4.6;6.4.6 Use Local Resources Outside the Company and Contribute to Improving Them;149
1.10.4.7;6.4.7 Plan Ahead for Changing Consumer Needs and Understand How “Ecosystems” Work;150
1.10.5;6.5 Interorganizational Factors as New “Ingredients” in Collective Competence and in the Emergence of Interorganizational Competence: Analysis and Discussion;150
1.10.5.1;6.5.1 The Emergence of a Third Pillar for the Development of Collective Competence: Interorganizational Factors;151
1.10.5.1.1;6.5.1.1 The Intercultural and International Context;151
1.10.5.1.2;6.5.1.2 The New Boundaries of the Organization;151
1.10.5.1.3;6.5.1.3 Optimizing Technologies and Extraorganizational Resources;152
1.10.5.1.4;6.5.1.4 Managing Knowledge and Capitalizing on Competencies;152
1.10.5.2;6.5.2 A Proposed Collective Competence Model for the High-Tech Industries;152
1.10.5.3;6.5.3 On the Emergence of a New Type of Competence: Interorganizational Competence;153
1.10.6;6.6 Conclusion;156
1.10.7;References;156
1.11;Chapter 7: The Leader–Member Relationship at the Core of Innovation Development: Member Perceptions, Positions, and Expectations;159
1.11.1;7.1 Introduction;159
1.11.2;7.2 Innovation Management: From Tools to Relational Exchanges Management;160
1.11.2.1;7.2.1 Tools Tailored to Innovation Management;160
1.11.2.2;7.2.2 Relational Exchanges Management: A Critical Success Factor for Innovation;160
1.11.2.3;7.2.3 The Leader–Member Relationship;164
1.11.3;7.3 Research Frame, Objective: Decisive Factors and Challenges Facing Leader–Member Exchange in Innovation Development;167
1.11.3.1;7.3.1 Research Problem, Context;167
1.11.3.2;7.3.2 Methodology Guide Marks;168
1.11.4;7.4 An Analysis of the Results Output;169
1.11.4.1;7.4.1 Managing Variable Time Courses;169
1.11.4.2;7.4.2 Leadership and Mobilizing the Corporate Group;170
1.11.4.3;7.4.3 Management of the Member-Individual: Opt-in, Guidance, and Self-Leadership;170
1.11.4.4;7.4.4 Affect-Based Management of Recognition and Reward;171
1.11.4.5;7.4.5 Work Organization: Beyond Rules and Control;171
1.11.4.6;7.4.6 Reaffirmation on the Pivotal Role of Communication;172
1.11.4.7;7.4.7 Co-construction as an Environment Management Blueprint;172
1.11.5;7.5 Conclusion;173
1.11.6; Annex 1 “Regnier abacus” – the questionnaire;174
1.11.7;Bibliography;176
1.12;Chapter 8: A Stepwise, Actor-Based Approach to the Establishment of Science–Industry Co-operations;177
1.12.1;8.1 Introduction;177
1.12.2;8.2 Emphasising the Actor-Based Component of Science–Industry Co-operation;178
1.12.3;8.3 Methodological Approach;180
1.12.3.1;8.3.1 Towards a Stepwise Model;180
1.12.3.2;8.3.2 Factors of Influence;181
1.12.4;8.4 Brief Illustration of Relevant Personal and Organisational Factors;184
1.12.4.1;8.4.1 Personal Characteristics 4;184
1.12.4.2;8.4.2 Organisational Characteristics;186
1.12.4.2.1;8.4.2.1 Strategy;186
1.12.4.2.2;8.4.2.2 Structural Characteristics;187
1.12.5;8.5 Summary: Towards a Conceptual Approach for the Establishment of Science–Industry Co-operations;188
1.12.6;8.6 Conclusions and Outlook;189
1.12.7;References;191
1.13;Chapter 9: Turning from Laggard to Leader in National Radical Innovation and Beyond;193
1.13.1;9.1 Introduction;193
1.13.2;9.2 National Radical Innovation: Conceptual and Theoretical Framework;195
1.13.2.1;9.2.1 The NRI Concept as Part of a Holistic Categorization Scheme for Radical Innovation;195
1.13.2.2;9.2.2 Preliminary NRI Framework;200
1.13.3;9.3 The Case of Mannesmann’s Predevelopment Unit and the Project Robin for Germany’s Electronic GPS-Based Truck Toll System;203
1.13.3.1;9.3.1 Case Selection, Methodology, and Data;203
1.13.3.2;9.3.2 Mannesmann’s Predevelopment Unit and the Project ROBIN 1;204
1.13.3.2.1;9.3.2.1 Macrolevel (I): Discontinuities in the Early 1990s – Shaping of the NRI-OP;204
1.13.3.2.2;9.3.2.2 Microlevel (I): Firm Context in the Early 1990s – Shaping of NRI Motivation and Skills;205
1.13.3.2.3;9.3.2.3 Microlevel (II): FFE of the NRI Process;206
1.13.3.2.4;9.3.2.4 Macrolevel (II): Institutional Discontinuities and New Entrants in the Mid 1990s;207
1.13.3.2.5;9.3.2.5 Microlevel (III): New P&L Cycles in the NRI Process During the Era of Ferment;207
1.13.3.2.6;9.3.2.6 Macrolevel (III): Institutional Discontinuities and Competing ETC Standards;208
1.13.3.2.7;9.3.2.7 Microlevel (IV): New NRI-OR, Final P&L-Cycle, and Transfer to NPD;209
1.13.3.2.8;9.3.2.8 Epilog: NRI Introduction and Impact;209
1.13.4;9.4 Theoretical Implications and Propositions for Future Research;210
1.13.4.1;9.4.1 The Total Project-Radicalness Matrix Applied to the ROBIN Project;210
1.13.4.2;9.4.2 Application and Modification of the NRI Framework;211
1.13.5;9.5 Conclusions and Future Research;214
1.13.6;References;215
1.14;Chapter 10: Japanese Firms’ Innovation Strategies in the Twenty-First Century: An Institutional View;217
1.14.1;10.1 Introduction;217
1.14.2;10.2 The National Institutional Framework Perspective;219
1.14.3;10.3 The Stratagems of the Past;219
1.14.4;10.4 Changes in the Basis of Innovation Strategies;221
1.14.4.1;10.4.1 Main Bank Finance and Contingent Governance Changes;221
1.14.4.2;10.4.2 Labor Force Changes;223
1.14.4.3;10.4.3 Externalization of Manufacturing as a Strategy;225
1.14.5;10.5 Empirical Evidence of Sustained Innovation in Japan;226
1.14.6;10.6 The New Japanese Firm Innovation Strategies;230
1.14.6.1;10.6.1 Path Dependency in Human Capital Development;231
1.14.6.2;10.6.2 Innovation Opportunities in New Industries;233
1.14.7;10.7 Innovation in New Companies;236
1.14.8;10.8 Conclusions;236
1.14.9;References;237
1.15;Chapter 11: Preparing India’s Workforce for the Knowledge Economy;240
1.15.1;11.1 Introduction;240
1.15.2;11.2 The Education System in India;245
1.15.2.1;11.2.1 The Role of the State;245
1.15.2.2;Box 1 The Importance of the IITs;246
1.15.3;11.3 Degrees;248
1.15.4;11.4 Private Providers;249
1.15.5;11.5 The Quality of Education: A Theoretical Framework;250
1.15.5.1;11.5.1 The Role of the State;250
1.15.6;11.6 Empirical Tests;253
1.15.6.1;11.6.1 Methodology and Data;253
1.15.6.1.1;11.6.1.1 Methodology;253
1.15.6.1.2;11.6.1.2 Data;256
1.15.7;11.7 Findings;256
1.15.8;11.8 Concluding Discussion;258
1.15.9;Appendix 1 Share of enrollment in private higher education and enrollment rates;264
1.15.10;Appendix 2;266
1.15.11;Appendix 3 Massification of higher education: number of engineers per million population and growth rates;267
1.15.12;References;268
1.16;Chapter 12: Bayh–Dole and Alternative University Technology Transfer Regimes;269
1.16.1;12.1 Introduction 1;269
1.16.2;12.2 Background;270
1.16.3;12.3 The University TLO: A Vehicle for Technology Transfer?;271
1.16.4;12.4 The Inventor–TLO Relationship;272
1.16.5;12.5 Two Alternative Models to Bayh–Dole;274
1.16.5.1;12.5.1 Inventor Ownership;275
1.16.5.2;12.5.2 Experiences with the Inventor Ownership Model;277
1.16.5.3;12.5.3 Weaker Ownership Rights Models;279
1.16.6;12.6 Conclusion;280
1.16.7;References;281
1.17;Chapter 13: Cooperative Innovation in the Chinese Biotechnology Industry: An Analysis Based on Chinese and US Patents from 2000 to 2007;285
1.17.1;13.1 A Brief Introduction and Literature Review;285
1.17.2;13.2 Data and Methodology;286
1.17.3;13.3 Status of Biotechnology in Mainland China;287
1.17.3.1;13.3.1 A Brief History of the Chinese Biotechnology Industry;287
1.17.3.2;13.3.2 Facts of Biotechnology Industry in Mainland China;288
1.17.3.3;13.3.3 Geographic Distribution of Chinese Biotechnology Industry;289
1.17.4;13.4 The Role of Domestic Academia–Industry Collaboration in the Chinese Biotechnology Industry;290
1.17.5;13.5 The Role of International Companies in the Creation of Biotechnology Knowledge;294
1.17.6;13.6 The Increasingly Significant Role of Returnees;295
1.17.6.1;13.6.1 Formal Knowledge Flows Internationally;296
1.17.6.2;13.6.2 Informal Knowledge Flows Internationally;296
1.17.6.3;13.6.3 Integration into Domestic Knowledge Network;296
1.17.7;13.7 Challenges of the Innovation System in the Chinese Biotechnology Industry;297
1.17.8;13.8 Conclusions on Biotechnology Innovation in China;298
1.17.8.1;13.8.1 Policy Suggestions and Notes on International Collaborations;300
1.17.9;References;300
1.18;Chapter 14: How Leading Firms Manage Product Safety in NPD;303
1.18.1;14.1 Introduction;303
1.18.2;14.2 Literature Review;304
1.18.2.1;14.2.1 Top Management Support to Product Safety;305
1.18.2.2;14.2.2 Role of Quality Department;305
1.18.2.3;14.2.3 Product Safety Culture in NPD;305
1.18.2.4;14.2.4 NPD Resources;306
1.18.2.5;14.2.5 NPD Process;306
1.18.3;14.3 Methodology;308
1.18.4;14.4 Results and Discussion;311
1.18.4.1;14.4.1 Top Management Support to Product Safety;311
1.18.4.2;14.4.2 The Role of Quality Department;311
1.18.4.3;14.4.3 Product Safety Culture;312
1.18.4.4;14.4.4 NPD Team Organization;312
1.18.4.5;14.4.5 Resources for NPD;313
1.18.4.6;14.4.6 Training for Product Safety;313
1.18.4.7;14.4.7 NPD Process;314
1.18.5;14.5 Conclusion and Future Directions;319
1.18.6;References;321
1.19;About the Authors;323
1.20;Index;332