STRATEGIC CHOICE BETWEEN PROCESS AND PRODUCT INNOVATION UNDER DIFFERENT COMPETITIVE REGIMES

2010 ◽  
Vol 12 (02) ◽  
pp. 139-159 ◽  
Author(s):  
LUIGI FILIPPINI ◽  
GIANMARIA MARTINI
Keyword(s):  
Product Innovation ◽  
Strategic Choice ◽  
Innovation Adoption ◽  
Vertical Differentiation ◽  
New Product ◽  
Cournot Competition ◽  
Bertrand Competition ◽  
Duopoly Model ◽  
Innovation Type ◽  
Asymmetric Equilibrium

This paper investigates the strategic choice between introducing a process or a product innovation in a duopoly model with vertical differentiation, comparing the outcomes in case of Bertrand and Cournot competition. It is shown that under both competitive regimes three equilibria in innovation adoption may arise: two symmetric equilibria, where firms select the same innovation type, and one asymmetric equilibrium. The competitive regime has an impact on the features of the asymmetric equilibrium, since in case of Bertrand competition, the high (low) quality firm chooses a product (process) innovation, while firms make the opposite choices in case of Cournot competition. The presence of a leapfrogging effect (only in the Cournot case) explains these different outcomes. Last, we find that the Cournot competitors tend to favor the introduction of a new product in comparison with the Bertrand competitors.

scholarly journals A Study on Knowledge Management Capabilities towards New Product Innovation Type and Development Performance of Chinese Businesses

2015 ◽  
Vol 65 (s2) ◽  
pp. 145-157 ◽  
Author(s):  
Sheng Xu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Positive Correlation ◽  
Key Factor ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
Innovation Type

A business needs to constantly innovate and reinforce the competitiveness for the survival development and sustainable management. Focus on new product development has become the key factor in modern manufacturers maintaining the competitiveness. The process and the results depend on the effective application and management of organizational knowledge that it is necessary to reinforce the capabilities in order to promote the new product development performance. With random sampling, the employees and the managers in top ten businesses of 1,000 Chinese industrial businesses are distributed 1,000 copies of questionnaire. Total 568 effective copies are retrieved, with the retrieval rate 57%. The results show 1. the significantly positive correlation between knowledge acquisition capabilities in knowledge management capabilities and new product development performance, 2. the remarkably positive correlation between knowledge transformation and application capabilities in knowledge management capabilities and new product development performance, 3. the notably positive correlation between knowledge protection capabilities in knowledge management capabilities and new product development performance, and 4. the signifi- cant moderating effects of product innovation type on the correlation between knowledge management capabilities and new product development performance. The research results are expected to provide essential contributions and suggestions for the knowledge management capabilities and the new product development of Chinese businesses.

Factors Influencing Innovation and Industrial Performance in Chinese Manufacturing Industry

2017 ◽  
Vol 14 (06) ◽  
pp. 1750040 ◽  
Author(s):  
Nnaemeka Vincent Emodi ◽  
Girish Panchakshara Murthy ◽  
Chinenye Comfort Emodi ◽  
Adaeze Saratu Augusta Emodi
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Export Performance ◽  
Patent Application ◽  
New Product ◽  
Factors Influencing ◽  
Industrial Performance

This study investigates the factors influencing the Chinese manufacturing industry’s innovation and industrial performance utilizing a panel data approach on a sample of Chinese manufacturing enterprises over the period of 2008–2013. The industries were grouped according to related sectors into five groups, a general group was also created which included the whole data sample. The study found that research and development (R&D) expenditure positively influenced the growth of product innovation and industrial performance, but not necessarily knowledge innovation and export performance. Also, expenditure on new product development had a positive impact on both innovation and industrial performance. The growth of patent application was discovered to be influenced by an R&D project and foreign patent license. Finally, the number of enterprises and firm size (i.e. number of employees) contributed positively to the industrial output performance. The findings suggest that industrial R&D and new product development influences the success of product innovation and sales performance. The study recommends that the government should set up policies that will stimulate industrial R&D, while supporting technology transfers from foreign partners. Most importantly, government policies on the development of the industry should be addressed on a sectorial level and not a “one-size-fit-all” type of policy.

Product Innovation: More Than Just Making a New Product

1993 ◽  
Vol 2 (3) ◽  
pp. 137-155 ◽  
Author(s):  
Elena Ai-Yuan Yang ◽  
Deborah Dougherty
Keyword(s):  
Product Innovation ◽  
New Product

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

scholarly journals New Product Innovation with Multiple Features and Technology Constraints

2002 ◽  
Vol 48 (10) ◽  
pp. 1268-1284 ◽  
Author(s):  
Kathy A. Paulson Gjerde ◽  
Susan A. Slotnick ◽  
Matthew J. Sobel
Keyword(s):  
Product Innovation ◽  
New Product ◽  
Multiple Features ◽  
New Product Innovation

scholarly journals Factores clave para el proceso de gestión de la innovación para el desarrollo de nuevos productos en el sector PyMEs, caso de estudio la industria de tecnologías de la información en Nuevo León

2017 ◽  
Vol 7 (14) ◽  
Author(s):  
Óscar Enrique López Treviño ◽  
Mónica Blanco Jiménez
Keyword(s):  
New Product Development ◽  
Product Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
New Product ◽  
Key Factors ◽  
Nuevo Leon ◽  
Organizational Creativity ◽  
Nuevo León ◽  
Analysis Of Results

Abstract. The purpose of this study is to analyze the key factors for managing the product innovation process, from existing models over time. Different proposals are presented by different authors who have studied this phenomenon, and as a result of these have conceptualized the knowledge in different models of innovation, so this work focuses on meeting certain elements in a new model including a new variable was not been considered in previous models (Organizational Creativity). This study was focused on SMEs and theirimportance in the economy of any country. The analysis of results and findings are presented from a study of 53 samples to the industry of information technology in Nuevo León, México.Key Words. canieti, innovation management process, new product development (NPD), organizational creativity, SMEs.Resumen. El propósito del estudio es analizar los factores clave para gestionar el proceso de innovación de producto, a partir de modelos existentes a través del tiempo. Se presentan diferentes propuestas por distintos autores que han estudiado este fenómeno, y como resultado de estos han conceptualizado ese conocimiento en diferentes modelos de innovación, por lo que este trabajo se enfoca en conjuntar ciertos elementos en un modelo nuevo incluyendo una variable nueva que no había sido considerada en modelos anteriores(Creatividad Organizacional). Este estudio va enfocado a las PyMEs por la importancia que tienen en la economía de cualquier país. El análisis de resultados y las conclusiones se presentan a partir de un estudio de 53 muestras a la industria de las tecnologías de la información en Nuevo León, México.Palabras Clave. Canieti, desarrollo de nuevos productos (DNP), proceso de gestión de la innovación, PyMEs.

scholarly journals Characterization of Food Product Innovation Practices with Reference to Functional Food Product Development in Singapore

2017 ◽  
Vol 5 (2) ◽  
Author(s):  
Rao Sanaullah Khan ◽  
Saw Lin Kiat ◽  
John Mark Grigor
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Functional Food ◽  
Product Innovation ◽  
Functional Foods ◽  
Food Product ◽  
New Product ◽  
Group 2 ◽  
Food Product Development ◽  
Group 1

Functional foods, being one of the major food categories of the global health and wellness market, are becoming a major focus of new product development (NPD) in the food industry. The development of functional foods is more complex than traditional food New Product Development (NPD), calling for a concerted effort from researchers and NPD experts to explore and understand the functional food product development (FFPD) process in more detail.  The current research in this field has reported that there is a need to evolve from a traditional NPD approach, towards an integrative and innovative approach involving cooperative networks and techniques of commercialization. However, there is little practical evidence on how much progress has been made to date.  Therefore, this research was designed to investigate the food product innovation process of food manufacturing in the Asia-Pacific region (Singapore) with reference to functional foods development. Results report on a comparative account of NPD practices between registered Singapore food companies that are doing some sort of functional food development (Group 1) and those that are not (Group 2). A significant difference (P<0.05) in the aims and mode of NPD between Group 1 and Group was observed. Further it was observed that food companies in Group 1 have significantly (P<0.05) more diverse external collaborations with broad aims to collaborate, in comparison with food companies in Group 2.  This is a positive step toward developing an external resource base, which is essential in developing functional foods. This attitude should be encouraged in future innovation polices as being critical to value-added food product innovations in Singapore.  Apart from these differences, food companies are still pursuing a traditional NPD approach (independent and closed NPD); with loose Intellectual Property protection practices irrespective of type of innovation activity. There is a need to create awareness among the stakeholders about the factors needed for developing unique and inimitable resources, and dynamic capabilities in food manufacturing. 

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