The Transformation of the Innovation Process: How Digital Tools are Changing Work,Collaboration, and Organizations in New Product Development*

Over the past several decades, digitization has invaded all areas of human activity, including innovation. The result of digitization of existing tools for design and collaboration, and the introduction of entirely new digital tools, is a far more substantive change of innovation than previous generations of tools enabled. It affects not only the quality of the output and speed of its generation, but it affects the innovation work itself, changes work content, collaboration patterns, decision authority, organizational set‐ups, governance structures, firm boundaries, and ultimately entire ecosystems. In this paper, the digitization of New Product Development (NPD), a subset of innovation, is studied to pursue two research questions: (1) How has the digital tool landscape in NPD changed over the past 15 years, and (2) how have these changes affected how firms innovate? This research uses a longitudinal multi‐method, qualitative approach to deep dive into actual use cases of digital design tools such as computer‐aided design CAD and new tools such as collaborative information technology (CIT). The changes in these tools and observations into how these tools are transforming the very nature of how things are designed is the research focus of this study. These tools have become increasingly more sophisticated while being easier to use and are integrated earlier in the design process. As a result, digital tools have a far broader reaching impact than previous generation of tools. Not only do they affect output and process efficiency, but they also increase depth and breadth of the work of individual innovators, they lead to rearrangement of the entire innovation processes, enable new configurations of people, teams, and firms, and rewrite the rules on how knowledge management acts as a critical competitive capability. The progression of digitization is laying the groundwork for changes to what firms are and do and points to different ways of organizing, specializing, and training for NPD professionals.     

Competition Law and Competition Policy in India: How the Competition Commission has Dealt with Anticompetitive Restraints by Government Entities

Review of Industrial Organization - Can adoption of an antitrust/competition law substitute for a formal competition policy that lays down principles for reforming other government policies that...     

WST.7液压支架PM4电液控制系统一般故障及其解决办法

文中讨论了WST.7支架采用的PM4电液控制系统在应用中一般的故障,同时给出了故障产生的原因,提出了解决故障的基本方法.     

Partnering with Foreign Firms: How Do Chinese Managers View the Governance and Importance of Contracts?

It is a widespread perception that the role of contract in Chinese society is limited because obligations often derive from personal relationships. It is not clear how Chinese managers view the governance and importance of contracts when they deal with foreign counterparts in their joint ventures. To addresses this issue, this study proposes and verifies the governance structure and performance implications of interpartner contracts in a setting of international joint ventures (IJVs). Extant research on IJVs has extensively examined IJV performance but inadequately assessed how this performance is influenced by contractual design. Our analysis of 114 sample IJVs in China suggests that the governance structure of an IJV contract includes four dimensions, namely, issue inclusiveness, term specificity, contingency adaptability, and contractual obligatoriness. Each of these dimensions is validated to be important to IJV formation, interpartner cooperation, and process efficiency as perceived by Chinese managers working in IJVs.     

Growing with the market: How changing conditions during market growth affect formation and evolution of interfirm ties

Research Summary: Market conditions are known to matter for firm performance and growth. This study explores how changing levels of uncertainty and competition affect interfirm ties of entrepreneurial firms as markets transition from nascent to growth stage. Tracing six entrepreneurial game publishers during the growth stage of the U.S. wireless gaming market, the findings reveal that in a growth stage market, as uncertainty decreases, certain ties of entrepreneurial firms are terminated. First, existing partners may cut ties and become competitors after entering the market directly. This is a “winner's curse” as more successful firms are more likely to entice their partners to enter the market directly. Second, ties may be terminated as prominent firms that are “overwhelmed” with too many partners cut ties with low to mediocre performance, while their remaining partners enter a positive spiral of tie strength and performance. Finally, as uncertainty decreases, new firms may enter the market as competitors to prominent firms. While entrepreneurial firms with high‐ and low‐performing ties to prominent partners may find ties with these new entrants attractive, those with mediocre ties to few prominent partners find this move too risky and wait for a first mover to legitimate it. Overall, the findings show that changing levels of uncertainty and competition in growth stage markets can have different consequences for firms due to heterogeneity in their ties and power relative to partners. The findings provide several contributions to literature regarding the relationship among interfirm ties, firm performance, and market evolution. Managerial Summary: Based on interviews at six entrepreneurial game publishers in the United States and their partners, this study shows how changing levels of uncertainty and competition in growing markets can have different consequences for firms based on the different types of alliances in their portfolio and their power relative to partners. The findings highlight the importance of managing partners differently based on alliance type and goal of the partner. They advocate remaining flexible in alliance management as information asymmetries, intentions and bargaining power of partners can change and lead to abrupt alliance dissolution. They show that alliance portfolio management goes beyond a firm's capability of managing individual alliances, and provide a tool for managers to evaluate their alliance portfolios and take the necessary precautions.     

Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits by Stephen A. Ruffa

Books reviewed in this issue:

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  Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits
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  Ready, Set, Dominate: Implement Toyota's Set-Based Learning for Developing Products and Nobody Can Catch You!
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  Market Rebels: How Activists Make or Break Radical Innovations