Building product diversification through contractual R&D agreements

Firms engage in contractual R&D agreements for several reasons, including product innovation motives, firm performance goals, and technological diversification. This article demonstrates that firms also might enter into external collaborations to penetrate new markets. This study therefore explores both the effects and the strategic risks of contractual R&D agreements and their related knowledge structures for a firm's capacity to diversify into new markets. Drawing on a novel panel data set obtained from 102 Fortune high‐tech firms, the authors demonstrate that strategic alliances enable knowledge‐integrated firms to penetrate new businesses; however, these organizations should be cautious about engaging in licensing‐in agreements, which have negative effects on product diversification.     

Managing R&D-marketing integration in the new product development process

Cross-functional coordination and collaboration between R&D and marketing is crucial to the success of the new product development process. By understanding how organizational characteristics influence the quality and quantity of information exchanged during the planning and implementation stages of innovation, managers can take steps to increase the communication within their firm, and thereby increase the probability of new product development success. This examines the effects of several organizational characteristics posited to play an important role in the effective cross-functional information exchange using data collected from 376 U.S. firms. The authors found (1) positive impacts on information exchange are attributed to a formalized system of procedural interaction, the quality of the cross-functional relationship, and a joint-rewards structure; and (2) the quality and quantity of cross-functional information exchanges are influenced negatively by the lack of credibility, and positively by rewards for interaction and a high quality of cross-functional relationship.     

Cooperative R&D and vertical product differentiation

A partial equilibrium model with vertical product differentiation, Coumot competition and quality determined by R&D expenses is analysed. Cooperative agreements on R&D entail higher levels of R&D, quality, output and welfare than at the non-cooperative equilibrium, under well denned conditions on spillover rates. This confirms, in a new setting, a well-known outcome of models with cost reducing R&D. Further, cooperation in R&D allows a larger number of firms to operate in the industry than in the non-cooperative case. Via a reduction in prices, a new source of social gains from cooperative research is identified.     

International R&D partnerships and intrafirm R&D–marketing–production integration of manufacturing firms in emerging economies

Although cross-functional integration is important for research and development (R&D), research about implications of cross-functional integration has been rather sparse. In new product development (NPD), no study to date has examined intrafirm as well as interfirm integration of key functions such as intrafirm R&D–marketing–production together with interfirm integration of host R&D–partner R&D. Such marketing and operations interface contributes to a better understanding of how operational and marketing activities impact on competitiveness and firm performance. This study collected data from 202 electronics manufacturing firms operating in an emerging economy, mainland China and Hong Kong with international R&D partnerships. The findings indicate that a high level of R&D integration between firms improved NPD performance when cross-functional integration is based on existing rather than new product configurations and key technologies. Interestingly, in high distance situations, cross-functional integration in the production validation stage generated NPD success. The findings show that high environmental uncertainties lead to a high level of host and partner firms R&D integration. However, product newness has no significant effects on R&D integration in any of the NPD stages.     

A cross-national investigation of the R&D-marketing interface in the product innovation process

Managing the interface between R&D and marketing is a critical element of successful new product development programs. The purpose of this research is twofold. First, we develop testable hypotheses from a theoretical model of cross-functional team management in the product innovation process based on the seminal work of Gupta, Raj, and Wilemon. We test the hypotheses using data collected from 376 U.S., 292 Chinese, and 279 Japanese firms. Second, we uncover and highlight similarities and differences in cross-functional involvement between marketing and R&D in the product innovation process across these three countries. The results generally provide overall support for the model and reveal some surprising cross-national differences.     

Influences of cross-functional collaboration and knowledge creation on technology commercialization: Evidence from high-tech industries

Technology commercialization (TC) contributes to maintaining the competitive advantage of high-tech firms, but although researchers have established that product innovation and new product development are enhanced by cross-functional collaboration and organizational knowledge activities, this may not be the case for TC. Drawing on the knowledge-based view and the influence of cross-functional collaboration, the main goal of this study is to unravel the relationships among cross-functional collaboration, knowledge creation and TC performance in the high-tech industry context. Empirical findings from our survey of 203 marketing and R&D managers and employees in Taiwanese high-tech companies indicate that cross-function collaboration reveals fresh opportunities for creating knowledge and commercializing technologies. Our results also suggest that knowledge creation plays an important role in TC performance by partially mediating the relationship between cross-functional collaboration and TC performance. The contributions of this study provide new insights into industrial marketing literature by proposing a cross-functional collaboration-enabled TC model that takes into account the effect of knowledge creation.     

The Roles of Marketing and Industrial Design in Discontinuous New Product Development*

Radical or “discontinuous” products based on new technological breakthroughs are playing an ever‐increasing role in the success of firms. However, little research has been conducted that investigates the roles of marketing and industrial design (ID) in the development of these types of products. Further, past research has tended to overlook the role that industrial design, and the impact of the marketing‐industrial design interaction, can have on the development of discontinuous new products. Frequently, the term design is used broadly or is equated with engineering; thus, while the marketing–research and development (R&D) interaction is studied, the marketing–ID as well as the industrial design–R&D relationships are not considered. This article examines the roles of marketing and industrial design in the product development process for discontinuous innovations. Specifically, questions concerning how and the degree to which marketing and industrial design are integrated into the development process are investigated. The investigation employs multiple methods, or triangulation, in order to secure an in‐depth understanding of the roles of these disciplines. In the course of examining these questions, key factors influencing industrial design and marketing involvement are identified and preliminary models are examined. The research, which was conducted in two phases, employed a mixed‐method, multiple sample design. The methods used included a survey, field observation study, and depth‐interviewing. Data were collected from three different samples: R&D managers, project team members (including personnel from various disciplines—marketing, R&D, industrial design, engineering, etc.), and industrial design managers. The use of the different data sources and sampling of various groups of managers was employed in order to provide a rich context for investigating the research questions of interest. In addition, a preliminary analysis of factors (e.g., degree of product discontinuity, product innovation objectives, process discontinuity, process formality) identified in the first phase was conducted, and these relationships were explored further in the second phase of the research. Findings across the two phases of this research suggest that the development of discontinuous new products involves a process that is different from more conventional new product development—particularly as it concerns the roles of marketing and industrial design. The high degree of discontinuity inherent in such projects, along with the strong R&D orientation often surrounding them, results in delayed involvement of marketing and ID, as well as altering their roles in the new product development (NPD) process. Factors such as the degree of product discontinuity (DPD), process discontinuity (PCD), and process formality (PF) seemed to exert a differential influence on the involvement of marketing and ID. Although their roles and involvement are altered in discontinuous new product development, this research suggests that marketing and ID roles in this context involve increased challenges with respect to validation of key assumptions and product application directions. Additionally, managers operating in this development context need to explicitly consider the influence of factors such as discontinuity level in undertaking NPD projects with respect to how it affects the execution of industrial design and marketing activities.     

Cross-functional integration in the sustainable new product development process: The role of the environmental specialist

Companies in the twenty-first century are exposed to a variety of pressures to respond to environmental issues, and responding to these pressures affects several aspects of business such as purchasing, marketing and logistics. Managers increasingly view sustainability as a complement to their corporate agendas, or even as an opportunity. It is important to understand how firms integrate environmental issues into their businesses and how these integration strategies affect performance. The process of sustainable new product development (SNPD) is a key strategic focus to achieve economic and environmental sustainability. This paper examines the integration of environmental specialists into new product development teams that are composed of other functional specialists including marketing, manufacturing, and R&D personnel, and its impact on SNPD project performance across three stages: concept development, product development, and product commercialization. We empirically test our theoretical model using a sample of 219 firms from a range of business-to-business industries. We present evidence that integrating an environmental specialist into a new product team has a positive influence on SNPD project performance beyond what the traditional members of such a team would accomplish. We analyze this relationship across the stages of SNPD to obtain a clearer picture of the effects of this integration. In particular, the integration of the environmental specialist was more effective on SNPD project performance in the final stage of the SNPD process when the product was being launched; this effect is even greater for high-innovative projects.     

How to leverage the impact of R&D on product innovation? The moderating effect of management innovation

Although research and development (R&D) is a key indicator of (technological) innovation, scholars have found mixed results regarding its effect on product innovation and firm performance. In this paper, we claim that variations in R&D effectiveness can be explained by changes in a firm’s social system, in particular in its management innovation. It is still unclear how management innovation influences R&D effectiveness in terms of product innovation. In this study, we address this theoretical and empirical gap in the innovation literature. Our theoretical arguments and findings from a large-scale survey among Dutch firms show that R&D has a decreasingly positive relationship with product innovation, particularly for firms with low levels of management innovation. However, in firms with high levels of management innovation, this relationship becomes more J-shaped, especially in small and medium-sized firms. Our findings also appear to indicate that management innovation may be more important for competitive advantage than just R&D. Overall, our insights reveal that management innovation is a key moderator in explaining firms’ effectiveness in transforming R&D into successful product innovation.     

Involving purchasing in new product development

Purchasing is evolving into a strategic business activity and thus also a potential contributor to the successful development of new products. However, the literature on the involvement of purchasing in new product development (NPD) is sorely lacking. We conducted an exploratory study to investigate purchasing's involvement in NPD, the drivers of this involvement and the influence on new product success. We conducted telephone interviews with purchasing and NPD managers from 43 firms. The results show that firms differ in the extent to which they involve purchasing in NPD and that higher involvement has a positive effect on NPD performance. R&D managers can use the results to design a more effective purchasing–R&D interface and increase the success of NPD.     

Factors for improving the level of knowledge generation in new product development

Globalization and other rapid changes in markets and technologies increasingly require companies to generate new knowledge in order to remain competitive. In order to innovate successfully, firms must generate knowledge faster than their rivals. This study develops and tests a conceptual model that focuses on how managerial controllable variables influence the level of knowledge generation in new product development. Based on literature and 'theory-in-use' field research in seven knowledge-intensive organizations, the authors developed research hypotheses and tested the hypotheses using data collected from 277 firms in high technology industries. The findings suggest that information technologies, organizational crisis, individual commitment, the R&D budget, and job rotation increase levels of knowledge generation, whereas lead user and supplier networks are negatively associated with the level of knowledge generation in new product development, and the influence of co-location of R&D staff is not significant.     

Product Development Strategy: An Integration of Technology and Marketing

Although it seems obvious that a new product development strategy must bring together marketing and R&D strategies, the conceptual development of marketing and R&D strategies has taken place in relative isolation. More than ten years ago, when Professor Harry Nyström began his research program on product development in Swedish firms, he realized that the isolation wasn't an appropriate point of view. He began to construct a conceptual framework for analyzing product development strategies that incorporated many more variables than had traditionally been considered. The latest set of firms in the research program are four pulp and paper companies. They are in mature, process industries, quite unlike the earlier study firms. Yet many of the same propositions from the earlier research still hold. In this article, Professor Nyström presents the most recent version of his framework to help managers develop an integrated product development strategy.     

R&D Partnerships and Innovation Performance: Can There Be too Much of a Good Thing?

R&D collaboration facilitates the pooling of complementary skills, learning from the partner as well as the sharing of risks and costs. Research therefore stresses the positive relationship between collaborative R&D and innovation performance. Fewer studies address the potential drawbacks of collaborative R&D. Collaborative R&D comes at the cost of coordination and monitoring, requires knowledge disclosure, and involves the risk of opportunistic behavior by the partners. Thus, while for lower collaboration intensities the net gains can be high, costs may start to outweigh benefits if firms perform a higher share of their innovation projects collaboratively. For a sample of 2735 firms located in Germany and active in a broad range of manufacturing and service sectors, this study finds that increasing the share of collaborative R&D projects in total R&D projects is associated with a higher probability of product innovation and with a higher market success of new products. While this confirms previous findings on the gains for innovation performance, the results also show that collaboration has decreasing and even negative returns on product innovation if its intensity increases above a certain threshold. Thus, the relationship between collaboration intensity and innovation follows an inverted‐U shape and, on average, costs start to outweigh benefits if a firm pursues more than about two‐thirds of its R&D projects in collaboration. This result is robust to conditioning market success to the introduction of new products and to accounting for the selection into collaborating. This threshold is, however, contingent on firm characteristics. Smaller and younger as well as resource‐constrained firms benefit from relatively higher collaboration intensities. For firms with higher collaboration complexities in terms of different partners and different stages of the R&D process at which collaboration takes place, returns start to decrease already at lower collaboration intensities.     

Proactive/Responsive Market Orientation and Marketing—Research and Development Integration

The level of integration between the marketing and research and development (R&D) functions may be gauged by degree of communication, information sharing, and collaboration between the functions during the new product development process. This article examines how a firm's strategic choice regarding market orientation may influence the relationship between marketing and R&D personnel, and how this relationship may affect organizational success. Under examination are both the responsive form of market orientation, in which a firm focuses on immediate customer needs and tends to be market driven, and the proactive form, in which the firm focuses on future market needs and tends to be invention driven. It is theorized that responsive market orientation will be more positively related to marketing‐R&D integration due to the market‐driven nature of the orientation. Conversely, it is theorized proactive market orientation will be more positively related to organizational success than responsive market orientation due to the innovation‐driven nature of the orientation. The study was implemented via a Web‐based survey and data analysis was performed using structural equation modeling techniques. The results of this study provide empirical evidence that both proactive and responsive market orientation exhibit a positive relationship with marketing–R&D integration, indicating that both forms of market orientation may lead to closer collaboration between the marketing and R&D functions. Despite the assumption that a proactive orientation is driven by innovation and technology in which R&D may play a more significant role, there is evidence that a high degree of synergy is developed between the groups when the focus is on future market needs. A market‐driven responsive orientation by necessity requires high integration between departments to commercialize products in a timely manner to meet current market needs. Proactive market orientation exhibits a positive relationship with market performance, whereas responsive market orientation does not. The result may show evidence of the “new product paradox," whereby developing products to address immediate market needs may result in lower market performance because the new products may be replacements for obsolete offerings or are actually cannibalizing sales of existing products.     

Non‐R&D innovation and firms’ new product performance: the joint moderating effect of R&D intensity and network embeddedness

Non‐R&D innovation increasingly plays a critical role in explaining firms’ new product performance. Yet, there has been little research on the consequences and contingent mechanisms of non‐R&D innovation for firms embedded in collaborative network environments. To address this research gap, we investigated a conceptual framework of non‐R&D innovation using data drawn from Chinese manufacturing firms. First, we found that non‐R&D innovation positively affects firms’ new product performance. Second, we discovered that high R&D intensity positively strengthens the impact of firms’ non‐R&D innovation on new product performance. Third, we provided critical analysis of the role of non‐R&D innovation in promoting new product performance, accomplished by enhancing R&D investment while simultaneously improving the degree of network embeddedness. Our findings extend both the non‐R&D innovation literature and open innovation literature while providing managers with several key recommendations.     

Making Trade-Offs in the New Product Development Process: A German/US Comparison

Using a conjoint analysis experiment, Ashok Gupta, Klaus Brockhoff and Ursula Weisenfeld present how R&D, marketing, and manufacturing managers in Germany make trade-offs among three critical variables in the new product (NPD) process: development schedule, development costs, and product performance. The findings are compared with a similar study of US firms. This comparison underscores the basic problem: US managers do not emphasize product development speed to the same extent as do German managers.     

R&D and product obsolescence

Claims of planned obsolescence have often been made by various consumer groups. Bulow (1986) examined a monopolist's choice of product durability and found that firms who sell their products tend to choose lower durability levels than firms that rent. We argue that the speed of new product development may be a more appropriate proxy for obsolescence than is durability. Reformulating Bulow's model in terms of R&D choice rather than durability choice, we find that sales firms engage in higher levels of R&D than do rental firms. Additionally, we provide an empirical example using data from the copier and computer industries which also suggests a strong positive relationship between the R&D intensity of a firm and the proportion of output sold versus rented.     

The R&D and marketing cooperation across new product development stages: An empirical study of Taiwan's IT industry

This study extends the new product development (NPD) process research to a new environmental context (Taiwan's IT industry) and a new business type (original design manufacturing, ODM). Taiwan's IT industry has achieved a very outstanding performance during the last two decades. The island's experience is quite valuable for those emerging countries that are struggling to transform themselves from producing low-value goods to making high-technology products. After analyzing the data collected from 153 research and development (R&D) and marketing managers in Taiwanese IT firms, this study finds that the higher the perceived importance of R&D-marketing cooperation is, the higher the attained level of R&D-marketing cooperation will be. Consequently, a better NPD performance can be achieved. This study additionally reports that a firm that has adopted a Defender innovation strategy attains a lower level of R&D-marketing cooperation, and has a poorer NPD performance than those firms that adopted either Prospector or Analyzer innovation strategies. Finally, environmental uncertainty has no significant impacts on the perceived importance and the attained level of R&D-marketing cooperation.     

Differential Effects of the Primary Forms of Cross Functional Integration on Product Development Cycle Time

In markets characterized by high rates of technological and market change product life cycles tend to be shorter, resulting in the increased importance of competing on the basis of product development cycle time. For firms operating in these dynamic market environments, competing on the basis of cycle time may not only be a source of competitive advantage, but in some industries may actually be essential for survival.
In this investigation the relative importance of five forms of cross functional integration and R&D integration of information or knowledge from past projects were explored in terms of their effects on product development cycle time. The five forms of cross functional integration included R&D/marketing integration, R&D/customer integration, R&D/manufacturing integration, R&D/supplier integration, and strategic partnerships. A sample of 65 U.S. and Scandinavian high technology firms (or strategic business units) were studied. The sample included firms from the computer, telecommunications, instruments, specialty chemicals, biotechnology, and software industries.
The results demonstrated that R&D integration of knowledge from past projects explained the largest degree of variation in product development cycle time. R&D/marketing integration and R&D/customer integration explained the next largest degree of variation in cycle time reduction. Cross cultural generalizability tests demonstrated that the results were generalizable across the U.S. and Scandinavian samples of firms. In addition, the results were found to be generalizable across industry or product category for five of the six forms of integration.     

Clustering and the R&D management of high-technology small firms: in theory and practice

Much of the policy assistance for high-technology small firms (HTSFs) over recent years has been directed at encouraging their research and development (R&D) collaboration through local networking and technology transfer. Following a consideration of why HTSFs are formed, and how they perform R&D in order to cope with the competitive environment, this paper explores the value of external collaborative R&D to internal R&D management, inside geographically concentrated incubators, science parks or clusters. It is concluded that, although R&D collaboration with external partners occurs in limited instances, much HTSF R&D is highly confidential, competitive and wholly internalised. This tendency, as far as it relates to R&D management, is significant in that it minimises the likelihood that local management collaboration between co-located firms will improve the performance of R&D projects.