The Breakfast of Champions: Associations Between Champions and Product Development Environments, Practices and Performance

According to conventional wisdom, if an innovative new product development (NPD) effort is to stand any chance for success, the project must have a champion. The role of the champion has taken on almost mythic proportions, through oft-told tales of the development of such disparate products as instant cameras, automobiles, and microprocessors. Notwithstanding the purportedly essential role that champions play, however, we have only anecdotal evidence of the manner in which effective champions operate and the benefits that they offer. Stephen K. Markham and Abbie Griffin suggest that before we can explore questions about how champions affect product development performance, we must address an even more fundamental issue: whether champions actually influence performance. Using data from the 1995 PDMA study of best practices in product development, they test various widely held assumptions about champions and NDP performance. Specifically, they investigate the association between championing and the following variables: NPD performance at the program, firm, and project levels; industry characteristics; and project- and firm-related NPD characteristics. In several respects, the results of their study run counter to current beliefs about product development champions. For example, the study suggests that champions are just as likely to be found in large firms as they are in small firms. Similarly, the results indicate that the likelihood of finding a champion does not differ significantly between technology-driven firms and marketing-driven firms. For the firms in this study, champions are no more likely to support radical innovations than they are to back incremental innovations or product line extensions. The results of the study suggest that champions do not directly affect firm-level NPD performance. Instead, the results of this study associate increased championing with higher levels of NPD program performance, which positively affects firm-level performance. The results of this study also do not support the notion that a champion can directly improve the market success of a particular project.     

Community acceptance of biodiversity offsets: evidence from a choice experiment

This study of the community's acceptance of biodiversity offsets in Australia provides insights relevant to future revisions of offset policies of both State and Commonwealth Governments. A choice experiment was used to measure preferences for the general acceptability of offsetting, and for a number of attributes that define how an offset can be implemented. Based on a sample of 204 respondents from Perth, WA, we found that the majority of respondents did not object to the practice of biodiversity offsetting in general. A minority of respondents preferred that offset actions be direct, but most accepted a combination of direct and indirect actions. Individuals generally preferred that the offset be located near the site of impact, and it became more unacceptable the further away that it was located. However, there was heterogeneity in preferences for protecting the impacted species or a more endangered one.     

Consistency Matters in Formally Selecting Incremental and Radical New Product Ideas for Advancement

Several new product development (NPD) scholars have argued that formal processes should be used when selecting incremental new product ideas for advancement at the very beginning of the fuzzy front end (FFE), but that such formal processes may be less beneficial when selecting radical new product ideas. However, arguments also exist for using formal idea selection processes for both types of new product ideas. In practice, informal processes are used for selecting both idea types and more formal processes are used for selecting radical ideas. Unequivocal empirical evidence for either of the opposing views or practices is lacking. This study sheds light on this matter using data from 161 of the firms that participated in the Product Development and Management Association's latest (2012) Comparative Performance Assessment Study. The results reveal that the highest idea success rate (i.e., the proportion of selected ideas that are eventually launched as new products and are successful in the marketplace) is associated with firms’ use of formal processes to select the vast majority of both incremental and radical new product ideas for advancement. This finding supports earlier claims that even for (raw) idea selection processes that take place at the very beginning of the FFE, managers need to adopt a portfolio perspective and consistently use formal idea advancement selection processes to ensure attaining the right balance between radical and incremental projects in later stages of the NPD pipeline to enhance overall NPD success. Notably, this finding shows that common managerial practices of using inconsistent approaches for selecting radical and incremental ideas for advancement need to be reconsidered.     

From rhetoric to reality: farmer perspectives on the economic potential of biochar in China

Biochar has garnered much attention for its potential to improve farming productivity and sustainability by amending soil, enhancing crop yields, improving fertilizer use efficiency and sequestering carbon. However, few publications consider farmer perspectives on whether biochar is attractive as an agricultural input. This paper therefore investigates the micro-economics and social suitability of biochar in four contrasting Chinese agricultural systems, using linear optimization models and qualitative contextual data. Results demonstrate that commercially produced biochar is uneconomic as an independent farming input, whilst farm-produced biochar shows promise in just one of four case-study sites. This suggests that biochar research in China should shift away from on-farm production and application of pure biochar, towards combined biochar-inorganic fertilizer products.     

The Social Value of Seascapes in the Jurien Bay Marine Park: An Assessment of Positive and Negative Preferences for Change

The Jurien Bay Marine Park, Australia, is known for its pristine seascapes, including views of the ocean and of the coastline. To aid the management of the various seascapes, this paper estimates aspects of the social value of these seascapes through the use of a contingent valuation study. Positive and negative preferences for change were accommodated within the survey design and model estimation. A single‐function extended spike model was employed to estimate the willingness to pay (WTP) for protection of the seascapes, and was later constrained to a restricted version of a spike model. The restricted model identified that a proportion of the population had a positive preference for change within the seascapes, but a larger proportion had a negative preference, resulting in a positive net WTP to maintain seascapes in their current condition. Seascapes with coastal views were determined as having the highest social value; however, the value of the ocean seascapes followed closely behind. The positive welfare estimate for natural seascapes provides a reason for their preservation.     

The impact of new product launch strategies on competitive reaction in industrial markets

The importance of successful innovation for the long‐term performance of companies can hardly be exaggerated. However, we need to consider this in a dynamic setting, in which competitors do not remain passive. We find that two thirds of new product launches meet reaction by competitors after their launch. We also empirically demonstrate that the strategic launch decisions that managers take have an effect on future reaction by competitors. Following an extensive review of the literature, a propositional model is developed. In order to test this theoretical model, an ex post facto field study was designed, in which the authors obtained comprehensive information on 509 new industrial products launched in the US, the UK and the Netherlands. Competitive reaction is diagnosed in terms of changes in the marketing instruments of the competitor. A logistic regression model is estimated on the occurrence of competitive reaction with any marketing instrument. We also look at the occurrence of individual marketing instrument reactions. The data show that competitors react primarily by means of price changes. Product assortment and promotional changes are less frequent, whereas distribution policy modifications occur very rarely. The characteristics of the new product launch strategy were found to have a significant impact on both the occurrence and nature of competitive reactions. We claim that the competitive effect of radically new products and incrementally new products greatly differs. The results show that competitors fail to respond to radical innovations and to new products that employ a niche strategy. They do react if a new product can be assessed within an existing product category and thus represent an unambiguous attack. Both innovative and imitative new products meet reaction in this case. The results also demonstrate that competitors are more inclined to react to the introduction of new products that are supported by extensive communication by the innovating firm. The likelihood of reaction is also higher in high growth markets than in low growth markets. The article discusses theoretical and managerial implications of these results, as well as thoughts for future research that may add more insight.     

Legitimizing Academic Research in Design: Lessons from Research on New Product Development and Innovation

This article traces how academic research in the domain of new product development and innovation has become “legitimized” over the last several decades and makes three suggestions for how academics in the research domain of design can pursue a similar legitimization process. Specifically, academics researching design issues should: (1) partner with a professional design association; (2) develop a high‐quality peer‐reviewed journal focusing on design issues; and (3) organize an A‐level association design special‐interest group.     

An Empirical Investigation of the Antecedents and Outcomes of NPD Portfolio Success

Managing new product development (NPD) portfolios is difficult and little is known about how successful NPD portfolio management can improve overall firm performance. Despite regular calls in the literature for more research on NPD portfolio management, what successful NPD portfolio management means and how firms can achieve it remains unclear. For this reason, this paper combines theory and previous empirical findings to build a model of the antecedents and outcomes of NPD portfolio success. We generate and test 12 hypotheses with empirical data from 189 paired dyads in Dutch firms. Our results show that all three dimensions of NPD portfolio decision‐making effectiveness (i.e., portfolio mindset, focus, and agility) are associated with achieving the three dimensions of NPD portfolio success (i.e., strategic alignment, maximal NPD portfolio value, and portfolio balance), which in turn influences market performance. While a portfolio mindset and agility are related to all three dimensions of NPD portfolio success, focus is related only to strategic alignment and maximal value. No one dimension of NPD portfolio decision‐making effectiveness or portfolio success is sufficient to achieve overall market performance. We also found several unexpected findings with important implications. For example, portfolio balance, one recommended measure of portfolio success, has no direct link to market performance, but operates through the other two dimensions of NPD portfolio success, i.e., strategic alignment and maximal portfolio value. We conclude our paper with implications for further theory development and testing on successful NPD portfolio decision‐making, and with implications for managerial practice.