| Abstract: | Rapid and punctual new product development (NPD) has become a top priority in many organizations as competitors rush to commercialize emerging technologies and to satisfy customer needs. Despite the importance of this issue, conceptual models or systematic testing of specific drivers that could improve time performances in NPD are few and far between. There is, however, a lack of extensive empirical research into whether “interactions” between different drivers affect time performances. This article aims to investigate whether drivers can interact and can influence time performances with a “synergistic” effect. A survey was carried out in order to study the effects of two‐way driver interactions on “launch on time” and “launch against an accelerated schedule.” Three groups of drivers within the development‐process, organizational‐mechanisms, and strategic‐capabilities were considered. As this is an exploratory study, two‐way interactions between drivers of different groups were analyzed in order to detect which drivers had a synergistic effect on time performances. The study was based on a sample of 85 manufacturing firms producing mainly industrial goods. The NPD program within each company was considered, i.e., the new products developed and launched in the last three years. The statistical approach used is suitable for exploratory surveys. In the first phase, the G‐correlation test was used to verify the effects of single drivers in order to help interpret the results regarding two‐way driver interactions. In the second phase, regression models with two‐way driver interaction were performed with both linear and logistic regression in order to discover which significant models had a significant driver interaction. The resulting 13 models showed that interactions played an important role in determining time performances. The following are some of the most interesting results, as they have managerial implications. The NP Strategic Guide (clear definition and communication of new product goals) interacts with and enhances the influence of other drivers, such as predevelopment tasks, project manager use, and supplier and customer involvement. Technological and up‐front staff capabilities create important interactions with product definition and with customer involvement, which avoids development delays. Furthermore, the authors of this study discovered that the adoption of an overlapping approach without a high level of interfunctional team use may not be time efficient. Thus, if a firm has to work to a tight development schedule, it should seek and should integrate any possible synergistic effects between team use and overlapping development phases. The insights into interactions provide useful information that can be used when setting priorities and can help to attain higher performances by adopting a combination of selected drivers. In particular, the best practices, which many studies have highlighted, do influence time performances that depend mainly on the so‐called strategic‐capabilities drivers. These latter variables, unlike practices and activities, require a complex learning process. The path toward improvements within the development‐process requires both long periods of time and an integrated view of the process; hence, improvements cannot be achieved by simply applying common practices. Therefore, analysis of interactions within the NPD field looks promising and requires further study. |
