The R and D/Marketing interface and single informant bias in NPD research: an illustration of a benchmarking case study

Analysing the performance of new product development (NPD) processes requires the reliable assessment of non-documented organizational characteristics. Based on key informant literature we discuss the difficulties of gaining reliable information from respondents and we identify potential sources for heterogeneous perceptions among different respondents. We assume that NPD research may be subject to response biases, if it is based on sole informants only. We apply an existing benchmarking approach for NPD processes in a comprehensive case study in order to illustrate sources and effects of single informant biases. We find that perceptions differ substantially among the individual respondents. In particular, we observe different functional perceptions between respondents from Marketing and Research and Development. The results are consistent with expectations from interface theory. These perceptual differences have a severe impact on the managerial conclusions drawn from benchmarking. There appears to be no single reliable source of information within an organization. Furthermore, variances among informants' assessments should be recognized and regarded as valuable information. It is our recommendation that multiple informants ought to be included in future NPD research and benchmarking studies.