Journal articles on the topic 'NPD'
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Lin, Li, Gang Guo, Xian Sheng Ran, and Tian Hong Luo. "Customers Involved Digital NPD Method Based on Integrated CAX Technology." Applied Mechanics and Materials 159 (March 2012): 88–92. http://dx.doi.org/10.4028/www.scientific.net/amm.159.88.
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A customer involved digital NPD method is addressed. This study extends new product development (NPD) to a new field; Customer Involved Digital New Product Development Method addressed in this paper is based on integrated application of customer interaction, customer needs elicitation, CAD, CAM, CAE technology. It makes RD process more quickly and more effectively compared with the traditional NPD method. This study finds that the more effort on pre-NDP process, the less likely it might encounter risk of failure. Thus, a better NPD performance can be achieved by customer involved digital NPD method (CIDNPD). A case study of scooter NDP is used to illustrate the new method. We believe that the proposed methodology will have a positive impact on the future new product development.
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Lin, Li, Tian Hong Luo, and Xian Sheng Ran. "Customer Requirements Driving NPD Method Based on Integrated CAX Technology." Advanced Materials Research 479-481 (February 2012): 1728–32. http://dx.doi.org/10.4028/www.scientific.net/amr.479-481.1728.
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A customer requirements driving NPD method is addressed. This study proposes a new method to elicit customers’ requirement, through which NPD team acquire product attributes and quality functional deployment. Customer requirements driving New Product Development Method addressed in this paper is based on integrated application of customer requirements elicitation, CAD, CAM, CAE technology. It makes STP strategy of NPD become more quickly and more effectively compared with the traditional method. This study finds that precise customer requirement elicitation contribute to NPD’ success, a better NPD performance can be achieved by customer requirements driving NPD method (CRDNPD). A case study of All Terrain Vehicle NDP is used to illustrate the new method. We believe that the proposed methodology will have a positive impact on the future new product development.
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FRISHAMMAR, JOHAN, and HÅKAN YLINENPÄÄ. "MANAGING INFORMATION IN NEW PRODUCT DEVELOPMENT: A CONCEPTUAL REVIEW, RESEARCH PROPOSITIONS AND TENTATIVE MODEL." International Journal of Innovation Management 11, no. 04 (December 2007): 441–67. http://dx.doi.org/10.1142/s1363919607001825.
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Many studies in new product development (NPD) single out the use of information (especially market information) as a key predictor of NPD performance, but knowledge is lacking about what type of information is needed in each phase of the NDP process to enable high NPD performance. Based on a literature review and a pilot case study, this article increases the understanding of managing information in NPD. It is argued that the capability of managing information consists of three components: acquiring, sharing, and using information. By focusing on three different phases of the NPD process, 11 propositions regarding which information, information sources and means of cross-functional integration patterns that are most important to high NPD performance have been derived in each respective phase. In addition, the article also discusses antecedents and consequences of managing information. The article concludes with implications for managers, identifies limitations and proposes an agenda for further research into this area.
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Awwad, Abdulkareem, and Dr Mamoun N. Akroush. "New product development performance success measures: an exploratory research." EuroMed Journal of Business 11, no. 1 (May 3, 2016): 2–29. http://dx.doi.org/10.1108/emjb-12-2014-0043.
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Purpose – The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products. Design/methodology/approach – Based on relevant literature review and in-depth interviews, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success measures dimensions. Findings – This study empirically showed that manufacturing organisations in Jordan use a multidimensional construct for NPD performance success measures to assess the success of their new products. The multidimensional construct consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. The findings indicate that NPD financial performance is still the dominant dimension amongst the manufacturing organisations while measuring NDP performance. Also, the study has developed an inductive model of NPD performance success measures which shows the construct’s dimensions complexity. Research limitations/implications – The fact that the paper is a single country study focusing on the manufacturing industry limits its generalisation to other industries/contexts. The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector. The services sector is a rich field for NPD performance success measures, in addition to being an important contributor to the economy of most, if not all, countries. Further, the paper focuses on only five dimensions of NPD performance success measures, other dimensions of NPD performance success measures might add more insights to their effect on NPD performance success measures. Practical implications – Utilising the findings of this study can help managers make sense of NPD success and failure and plan the NPD strategy and activities across a range of differing situations. The major contribution of this study is increasing the ability of managers to improve their skills and capabilities and focus on the dimensions of NPD success in the best way that enables them to respond effectively to uncertainty caused by changes in the product life cycle which in turn might affect the performance of NPD. The findings urge managers to deal with NPD as a complex process that should be integrated within corporate, business and functional strategies of the firm. Originality/value – The originality of this paper stems from its multidimensional construct of NPD performance success measures as well as in developing an inductive model that shows the complexity of NPD performance dimensions that can be used for assessing the success of new products. The study also has its originality since it is the first empirical work conducted on the manufacturing sector in an emerging market business environment, Jordan.
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Wang, Jie, and Jie Chen. "Study on the Alignment of New Product Development and Supply Chain." Advanced Materials Research 1006-1007 (August 2014): 556–65. http://dx.doi.org/10.4028/www.scientific.net/amr.1006-1007.556.
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Based on the review of related literature about the alignment of new product development (NPD) and supply chain (SC), the related decision variables of NPD and SC are summarized. In order to explore the alignment relationship between NDP and SC, we propose a study framework and the some relationship assumptions. Taking use of questionnaire investigation and Structural Equation Modeling, the relevant assumptions are verified and the mechanism and strategy of the alignment of NPD and SC are explored for Chinese manufacturing enterprises. The research result shows that the modularity and variety of NPD have close relationship with the complexity of supply chain configuration, collaboration and coordination. And the degree of the alignment has an important influence on the supply chain performance of the end product. The relevant conclusions would provide some theoretical reference and practical guidance on the decision of aligning the NPD with SC.
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Akroush, Mamoun N., and Abdulkareem Salameh Awwad. "Enablers of NPD financial performance." International Journal of Quality & Reliability Management 35, no. 1 (January 2, 2018): 163–86. http://dx.doi.org/10.1108/ijqrm-08-2016-0122.
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Purpose The purpose of this paper is to examine new product development (NPD) financial performance enablers through examining the roles of NPD capabilities improvement, NPD knowledge sharing and NPD internal learning in manufacturing organisations in Jordan. Design/methodology/approach Based on relevant literature review on NPD performance, a structured questionnaire was developed to collect data related to NPD performance measures. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success dimensions that manufacturing organisations use to assess NPD performance success. Then, path analysis was employed to examine the research model and test its hypotheses. Findings The study’s findings reveal that manufacturing organisations use a multidimensional construct for assessing NPD performance success, which consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing, and NPD marketing performance. NPD capabilities improvement exerted a positive and significant effect on each of NPD internal learning, NPD knowledge sharing, and NPD marketing performance, respectively. NPD knowledge sharing exerted a positive and significant effect on each of NPD internal learning NPD marketing performance. Each of NPD internal learning and NPD marketing performance exerted a positive and significant effect on NPD financial performance. The structural findings also indicate that 38.1 per cent (R2 is 0.381) of NPD financial performance is explained by the path of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance, which is the strongest path in the empirical model. Research limitations/implications The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector only. The services sector is a rich field for understanding NPD financial performance enablers in various service industries. Further, the paper focusses on only five dimensions of NPD performance success, other dimensions of NPD performance success might add more insights to their effect on NPD performance success measures especially their effect on organisational performance. Practical implications The findings of this study provide managers of manufacturing organisations with empirical insights related to the multidimensionality of NPD and their complex relationships to enhance NPD financial performance. The empirical findings assist managers to assess their NPD strategies, processes and implementation based on a results-oriented approach. The major contribution of the study is identifying the strongest paths of NPD financial performance enablers which reveals the complexity and criticality of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance on NPD financial performance. The rationale is NPD financial performance is still the most important NPD performance success dimension amongst manufacturing organisations. Originality/value The originality of this paper stems from developing and testing a multidimensional model of NPD financial performance enablers for the first time in emerging markets, Jordan. NPD financial performance is a function of other areas of NPD performance dimensions, namely; NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. This empirical evidence is provided to managers for the first time by this study.
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Lopes, Laiane Antunes, Paula Kern Novelli, Roberto Fernandez-Lafuente, Paulo Waldir Tardioli, and Raquel Lima Camargo Giordano. "Glyoxyl-Activated Agarose as Support for Covalently Link Novo-Pro D: Biocatalysts Performance in the Hydrolysis of Casein." Catalysts 10, no. 5 (April 25, 2020): 466. http://dx.doi.org/10.3390/catal10050466.
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This study aimed to evaluate the performance of a commercial protease (Novo-Pro D (NPD)), both in soluble and immobilized forms, in the hydrolysis of proteins (using casein as model protein). Immobilization of the protease NPD on 6% agarose activated with glyoxyl groups for 24 h at 20 °C and pH 10.0 allowed preparing immobilized biocatalyst with around 90% immobilization yield, 92% recovered activity versus small substrate, and a thermal stability 5.3-fold higher than the dialyzed soluble enzyme at 50 °C and pH 8.0. Immobilization times longer than 24 h lead to a decrease in the recovered activity and did not improve the biocatalyst stability. At 50 °C and pH 6.5, the immobilized NPD was around 20-fold more stable than the dialyzed soluble protease. Versus casein, the immobilized NDP presented a 10% level of activity, but it allowed hydrolyzing casein (26 g/L) at 50 °C and pH 6.5 up to a 40% degree of hydrolysis (DH) after 2 h reaction, while under the same conditions, only a 34% DH was achieved with soluble NPD. In addition, the immobilized NPD showed good reusability, maintaining the DH of casein for at least ten 2h-reaction batches.
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Drife, J. O. "NPD blues." BMJ 317, no. 7157 (August 22, 1998): 546. http://dx.doi.org/10.1136/bmj.317.7157.546.
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Vinayak, Kalluri, and Rambabu Kodali. "The relationship between NPD innovation and NPD performance: the moderating role of NPD best practices in Indian manufacturing industry." Measuring Business Excellence 18, no. 2 (May 13, 2014): 39–59. http://dx.doi.org/10.1108/mbe-03-2013-0017.
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Purpose – The purpose of the study is to study the relation between new product development (NPD) innovation and NPD best practices in an organization with respect to NPD performance in the backdrop of Indian manufacturing industry. Design/methodology/approach – Performance indices are developed based on NPD innovation and NPD best practices in an organization. Based on the developed performance indices, a cluster typology or classification of surveyed organizations is conducted. Different hypotheses are generated and tested to chet1ck the relation between NPD best practices and NPD innovation in an organization with respect to NPD performance in the Indian manufacturing industry. Findings – The following results were obtained: there is a positive effect on NPD performance for those organizations that strongly implement NPD best practices; the stronger the NPD innovation, the higher the NPD performance; and stronger organizations' ability for NPD innovation has positive relationship with NPD best practices. Hence, it is proven that, “the stronger the NPD innovation in an organization, with defined NPD best practices, the better the NPD performance”. Originality/value – According to the author’s knowledge, no study is reported in literature which addresses the effect of NPD best practices and NPD innovation in an organization with respect to performance in the Indian manufacturing industry.
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Chaochotechuang, Preecha, Farhad Daneshgar, and Stavros Sindakis. "Innovation Strategies of New Product Development (NPD)." International Journal of Knowledge and Systems Science 6, no. 2 (April 2015): 57–75. http://dx.doi.org/10.4018/ijkss.2015040104.
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Current literature indicates a high rate of New Product Development (NDP) failure. Many believe that the main reason behind such failures is the way the NPD process is managed. This includes a lack of clear project definition, too much focus on internal processes and procedures ignoring customer needs and requirements, lack of communication and knowledge transfer among various people within the organization, etc. The current study provides an analytical tool in the form of a two dimensional matrix that maps various stages of the NPD process to the existing innovation strategies. This analytical tool can then be used by business analysts to assess the degree of innovativeness of various activities involved in NPD process, as a basis for enhancing the effectiveness of the overall product development initiatives.
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Subramanian, Nachiappan, Angappa Gunasekaran, Lin Wu, and Tinghua Shen. "Role of traditional Chinese philosophies and new product development under circular economy in private manufacturing enterprise performance." International Journal of Production Research 57, no. 23 (December 2, 2019): 7219–34. http://dx.doi.org/10.1080/00207543.2018.1530467.
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The new product development (NPD) process–performance link has been sufficiently studied in academic research. However, recent NPD process is significantly different from the conventional NPD specifically with the inclusion of sustainability considerations under circular economy (CE) context. In theory, NPD with CE considerations (CE-NPD), compared with the conventional NPD, is associated with higher costs and longer development times. This study empirically examines the effect of the CE-NPD process on both time-to-market (TTM) and profit performance in the context of Chinese private enterprises. In addition, the role of traditional Chinese philosophies of Confucianism and Taoism in influencing the CE-NPD process–performance link is also investigated. We find that Confucianism positively moderates the relationship between the CE-NPD process and TTM performance. However, it negatively moderates the CE-NPD-profit link. On the other hand, the moderating effect of Taoism is negative on both the CE-NPD-TTM and CE-NPD-profit links. An interesting finding of this study is that the coexistence of Confucian and Taoist values in NPD workers has the strongest positive impact on the relationship between the CE-NPD process and performance. Our study provides insights on the way in which companies should plan to apply Chinese philosophies during the CE-NPD process to maximise the benefits.
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JESPERSEN, KRISTINA RISOM, and RUNE BYSTED. "IMPLEMENTING NEW PRODUCT DEVELOPMENT: A STUDY OF PERSONAL CHARACTERISTICS AMONG MANAGERS." International Journal of Innovation Management 20, no. 03 (March 9, 2016): 1650043. http://dx.doi.org/10.1142/s1363919616500432.
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Strategy implementation is an important aspect of innovation, as only 30% of planned strategies are matched by realised innovation outcomes. The present study investigates this in a setting of strategic implementation of New Product Development (NPD). In the implementation process, the managers’ characteristics are what lead to successful implementation of NPD. Managers’ characteristics affect the decision outcome. This study incorporates curiosity as a personal trait and NPD experience as a personal characteristic of the manager as moderating effects of the strategy implementation process of NPD. 131 NPD managers of Scandinavia SBUs participated in the study. Data were analysed using partial least squares regression. The study finds that managers influence the realised NPD strategy. NPD managers impose competence traps on strategy implementation. Curious NPD managers implementing aggressive strategic intentions create information overload in the NPD process, which decreases the new product novelty. In contrast, realisation of defensive strategic intentions makes experienced NPD managers focus on known NPD competences, thereby decreasing the new product novelty of NPD efforts. The study identified inadequately developed information competences among NPD managers. The result shows the importance of analysing how personal characteristics facilitate or hinder NPD strategy implementation. The competitive advantage of NPD efforts relies on such an analysis.
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Brast, M., S. Axmann, M. Slawinski, M. Weingarten, F. Lindla, M. Bösing, M. Heuken, A. Vescan, and H. Kalisch. "Efficient Stacked OLED processed by Organic Vapor Phase Deposition (OVPD)." MRS Proceedings 1788 (2015): 13–18. http://dx.doi.org/10.1557/opl.2015.508.
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ABSTRACTThe development of efficient large-area organic light emitting diodes (OLED) requires reliable and easily processable charge generation layers (CGL) with low excess voltage drop and high optical transparency. OVPD offers the advantage of a precise control of layer morphology, composition and thickness and is a powerful method for the deposition of advanced OLED designs. In this work, electrical doping of organic semiconductors using OVPD is investigated and applied to stacked OLED utilizing inorganic/organic CGL. The organic p-type dopant NDP-9 of Novaled GmbH is used for doping the hole transport material N,N‘-diphenyl-N,N‘-bis(1-naphthylphenyl)-1,1‘-biphenyl-4,4‘-diamine (α-NPD) in an AIXTRON OVPD tool. A doping concentration of 8 vol.% of NDP-9 in α-NPD is found optimal for hole injection as well as conductivity. This dopant concentration was employed in CGL with the structure: electron transport material/LiF/Al/α-NPD:8 vol.% NDP-9. External quantum efficiencies (EQE) of 15%, 35% and 50% and luminous efficiencies of 37 lm/W, 45 lm/W and 45 lm/W at 1000 cd/m2 are demonstrated for single, double- and triple-unit green phosphorescent OLED, respectively.
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Hertenstein, Julie H., and Marjorie B. Platt. "Performance Measures and Management Control in New Product Development." Accounting Horizons 14, no. 3 (September 1, 2000): 303–23. http://dx.doi.org/10.2308/acch.2000.14.3.303.
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An exploratory study was conducted to examine management control issues in new product development (NPD). The study focused on three management control aspects that NPD managers considered important: (1) position of NPD in the firm's organizational structure; (2) NPD process; and (3) NPD performance measures. Primary data were collected from NPD managers via interviews, workshops, and a questionnaire. For each management-control aspect studied, we examined current practice, recent changes, and how the control links to strategy. The NPD function reported fairly high in the organization. The need to integrate NPD and strategy encouraged higher reporting levels, and shifts in reporting from engineering to marketing. The need to integrate NPD and strategy also drove the addition of NPD/strategy steps into already well-defined, phased NPD processes. However, NPD/strategy integration was not well reflected in performance measures. The firms studied used varied financial and nonfinancial performance measures, yet relatively few firms reported that their performance measures reflected key aspects of their strategies. NPD managers generally expressed dissatisfaction with the performance measurements, and firms appeared to be searching for more effective alternatives.
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Kowang, Tan Owee, Choi Sang Long, Amran Bin Mohd Rasli, and Low Hock Heng. "Operation Management: Prediction of New Product Development Performance at Pre-Product Launch Stage." Advanced Materials Research 902 (February 2014): 426–30. http://dx.doi.org/10.4028/www.scientific.net/amr.902.426.
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New Product Development (NPD) performance has increasingly been viewed as an essential indicator for organizational competitiveness and success. However, in the current literature of NPD, NPD performance measures are tends to focus on assessment of performance at the ending phase of NPD process (i.e. after product launch). Assessment of NPD performance before product launch is not widely discussed. Hence, this paper aims to address the research gap by developing models to predict NPD performance at the front end stage of NPD process. In line with this, 5 important NPD process constructs and 7 NPD management constructs were identified from literature review. These constructs were subsequently formulated into a survey questionnaire and responded by 186 Research and Development (R&D) staffs from R&D companies in Malaysia. Thereafter, the NPD process and management constructs were regressed with the perceived NPD performance to develop models for NPD performance prediction prior to product launch. Finally, discussion on researchs finding and recommendations are included at the end of this paper.
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Hendrawan, Arief. "Pelatihan Senam Neuromove Sebagai Upaya Peningkatan Pengetahuan dan Pencegahan Neuropati Perifer Diabetika Kader Kesehatan RT 3 RW 1 Desa Menganti Kabupaten Cilacap." Jurnal Pengabdian Masyarakat Al-Irsyad (JPMA) 2, no. 1 (May 17, 2020): 50–56. http://dx.doi.org/10.36760/jpma.v2i1.80.
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Neuropati Perifer Diabetika (NPD) adalah istilah yang digunakan untuk kondisi-kondisi yang terkait dengan gangguan fungsi saraf. Gejala umum dari neuropati adalah kram, kaki kesemutan dan baal (mati rasa). Neuropati perifer diabetik (NPD) adalah suatu keadaan dimana didapatkan kelainan klinik maupun sub klinik yang ditandai dengan adanya manifestasi somatik dari sistem saraf perifer pada penderita diabetes melitus tanpa adanya penyebab lain dari neuropati perifer. Terapi pada kondisi NPD dapat bersifat farmakologi (obat) maupun non farmakologi (tanpa obat). Penggunaan obat-obatan dan vitamin dapat mengurangi keluhan pada NPD. Latihan fisik yang teratur juga mampu untuk mengatasi kondisi NPD. Latihan aerobik dan peregangan mampu untuk mengatasi keluhan nyeri perifer pada penderita diabetes. Bentuk kegiatan pengabdian adalah penyuluhan dan pelatihan. Materi kegiatan meliputi definisi NPD, tanda dan gejala NPD, pencegahan NPD, obat-obatan untuk kondisi NPD dan pelatihan senam neuromove. Target kegiatan pengabdian : peningkatan pengetahuan kader kesehatan serta warga masyarakat tentang NPD dan peningkatan ketrampilan tentang latihan fisik (senam neuromove) untuk mengatasi keluhan NPD. Hasil dari kegiatan pengabdian ini didapatkan peningkatan pengetahuan kader kesehatan tentang kondisi NPD sebesar 82 % (n=25) dan didapatkan peningkatan ketrampilan tentang senam neuromove.
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MILLSON, MURRAY R., and JONGBAE KIM. "A MODERATION STUDY OF ORGANISATIONAL INTEGRATION AND NPD PROCESS PROFICIENCY IN THE U.S. AND KOREAN HEAVY CONSTRUCTION EQUIPMENT INDUSTRIES." International Journal of Innovation Management 19, no. 05 (October 2015): 1550061. http://dx.doi.org/10.1142/s1363919615500619.
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This study explores the potential differences between the relationships relating the market success of new products, the proficiency with which new product development (NPD) activities are executed during NPD processes, and the degree of organisational integration among various groups during NPD processes in the (U.S.) and Korea. This research addresses three major research questions: (1) Does NPD process proficiency impact new product market success in U.S. and Korean firms? (2) Does organisational integration impact new product market success in U.S. and Korean firms? and (3) Does country moderate the relationships between NPD process proficiency and new product market success, and between organisational integration and new product market success? This study is based on NPD data related to new product projects from the heavy construction equipment industries in the U.S. and Korea. Based on our combined model, it was found that NPD process development proficiency significantly impacts new product market success but organisational integration does not impact new product market success. Additionally, it was found that country moderates the NPD process proficiency-NPD market success and NPD organisational integration-NPD market success relationships. Study implications and recommendations are provided for NPD managers based on this research.
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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (December 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
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Reid, Mike, and Erica Brady. "Improving firm performance through NPD: The role of market orientation, NPD orientation and the NPD process." Australasian Marketing Journal (AMJ) 20, no. 4 (November 2012): 235–41. http://dx.doi.org/10.1016/j.ausmj.2012.05.011.
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Iqbal, Muhammad, and Amalia Suzianti. "New Product Development Process Design for Small and Medium Enterprises: A Systematic Literature Review from the Perspective of Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (June 10, 2021): 153. http://dx.doi.org/10.3390/joitmc7020153.
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New product development (NPD) is essential for large, as well as small and medium, enterprises (SMEs). Despite its importance for the economy, challenges remain in the NPD in SMEs. Product success is related with the NPD process, so it is important for SMEs to be able to design their NPD process. This paper aims to identify SME’s NPD research topics, the characteristics of the NPD process in SMEs, and important aspects to be considered for NPD process design. The literature review is done with the analysis of 99 selected academic articles from Scopus and ScienceDirect. Content analysis, bibliographic analysis, and clustering method (based on Pearson’s correlation coefficient) are used to conduct the identification. Less-formal processes, informal strategic planning, limited resources, need technology support, and lack of capabilities in certain fields are some of the characteristics of SME’s NPD. Collaborative product development, competitive advantage, information and communication technology (ICT), concurrent engineering, quality function deployment, and continuous improvement are important keywords based on previous research in SME’s NPD. Design activities in NPD, collaboration and source of innovation, and process modelling, tools, and techniques appear to be important aspects related with the SME’s NPD process.
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HOLZWEISSIG, KAI, and JONAS RUNDQUIST. "FACTORS AFFECTING ORGANISATIONAL ACCEPTANCE OF FORMAL NPD PROCESSES." International Journal of Innovation Management 21, no. 02 (February 2017): 1750011. http://dx.doi.org/10.1142/s1363919617500116.
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Formal new product development (NPD) processes have become an important tool in NPD management. However, our understanding of what makes formal NPD process implementation successful in terms of acceptance and performance is still limited. This paper contributes to an improved understanding of factors affecting the acceptance and use of formal NPD processes. Our results show that acceptance of formal NPD processes is determined by several factors, such as ease of use, transparency of discourse, continuous improvement, involvement of NPD actors, and the ability to bridge differences in thinking. Furthermore, that acceptance of formal NPD processes affects NPD performance positively. These results draw on data from a survey posted to employees working for nine large manufacturers of commercial vehicles worldwide. The results should encourage managers to consider and enhance the factors affecting acceptance. This could be done through using new media for publication to increase transparency and perceived ease of use of the NPD process. Further acceptance of the formal NPD process is increased if it mirrors an operative reality and if organisational structures for improvement of the process are implemented and inclusive to employees involved in NPD.
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Kalaignanam, Kartik, Tarun Kushwaha, and Tracey A. Swartz. "The Differential Impact of New Product Development “Make/Buy” Choices on Immediate and Future Product Quality: Insights from the Automobile Industry." Journal of Marketing 81, no. 6 (November 2017): 1–23. http://dx.doi.org/10.1509/jm.14.0305.
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This article examines the impact of new product development (NPD) “make/buy” choices on product quality using data from the automobile industry. Although the business press has lamented that NPD outsourcing compromises product quality, there is no systematic evidence to support or refute this assertion. Against this backdrop, this study tests a contingency model of the impact of NPD make/buy decisions on immediate and future product quality. The hypotheses are tested using data on NPD make/buy choices of 173 models of 12 automobile firms in the United States between 2007 and 2014. The authors find that whereas NPD buy has a more positive impact on immediate product quality, NPD make has a more positive impact on future product quality. Furthermore, the immediate product quality impact of NPD buy is stronger when (1) technologies are more complex and (2) firm NPD capability is higher. In contrast, the future product quality impact of NPD make is stronger when (1) there is postlaunch adverse feedback and (2) firm NPD capability is higher. The study highlights the complex trade-offs associated with NPD make/buy decisions and offers valuable insights on how firms could manage these decisions.
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Kalluri, Vinayak, and Rambabu Kodali. "Analysis of new product development research: 1998-2009." Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 527–618. http://dx.doi.org/10.1108/bij-06-2012-0040.
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Purpose – The purpose of this paper is to present a systematic review and analysis of existing research articles on new product development (NPD) published in the 12-year period starting from 1998 to 2009. Design/methodology/approach – To explore the articles related to NPD, four key words namely new product, product design, product development and product innovation were used in combination of title or abstract or keyword of the articles through several knowledge databases. The abstracts of journal papers were read and a decision as to whether article belongs to any NPD research issue or not was made. In total, 1,127 research articles were categorized systematically and then analyzed on various principal NPD information groups. Findings – Analysis of selected articles led to a certain level of dispersion in the publication of NPD research in different journals. It is found that more attention needs to be on knowledge and creativity management, communication and information transfer in any NPD process. Originality/value – By observing extended literature from authors reviewing articles from various journals, growth in research, and variety of topics covered in NPD, a broad systematic multi journal review of NPD literature is clearly overdue. The authors have developed a comprehensive listing of publications on NPD where they have classified the surveyed papers according to various principal NPD information groups like: published year, NPD research stream, type of organization studied (industrial/consumer/service), level of innovation (high/moderate/low), NPD focus on frameworks, performance perspective (success, failure or both), NPD research design (conceptual/empirical and qualitative/quantitative) and NPD relevant best practice element. Based on the classification scheme, the issues were analyzed from the system's perspective and their implications to NPD research.
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Vinayak, Kalluri, and Rambabu Kodali. "Reliability and validity of new product development practices in Indian manufacturing industries." Journal of Advances in Management Research 11, no. 1 (April 29, 2014): 82–101. http://dx.doi.org/10.1108/jamr-09-2012-0043.
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Purpose – The purpose of this paper is to conduct an empirical investigation on the new product development (NPD) practices in Indian manufacturing industries. The NPD best practices constructs are identified from the literature and then an effort have been made to statistically establish the underlying principal components of NPD practices by checking their reliability and validity for the case of Indian manufacturing industry. Design/methodology/approach – In all, 96 NPD best practices constructs are identified from literature articles published between 1998 and 2009. Principal component analysis (PCA) is conducted to establish the seven components of NPD practices. Cronbach's α values are computed to measure internal consistency or reliability of the established components of NPD practices. Further, confirmatory factor analysis is conducted on the established measurement model to test a hypothesized factor structure through construct validity, convergent validity and divergent validity. Findings – The PCA of NPD best practices identified the seven underlying components (latent variables) namely “NPD strategy,” “NPD support system,” “product portfolio management,” “NPD team,” “NPD tools,” “product launch” and “concept generation.” In NPD strategy, Indian manufacturing companies are highly inclined toward cost reduction, cycle time reduction, competitive advantage and fast follower strategies. All NPD support system constructs are information technology dependent tools which require hardware, software and databases to support it. Indian manufacturing organizations are fundamentally concentrating on right balance of portfolio through improvements in the current products, cost reduction and additions to existing lines by using modular architectures and the reliable and valid NPD tools are FMEA, six sigma/quality management, DFMA/DF’X and QFD. Originality/value – To the best of the author's knowledge, this research represents the first attempt to investigate empirically the NPD practices in Indian manufacturing industry.
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MILLSON, MURRAY R., and DAVE WILEMON. "THE NPD SPEED-MARKET SUCCESS RELATIONSHIP: A META-ANALYSIS." International Journal of Innovation Management 23, no. 06 (July 25, 2019): 1950057. http://dx.doi.org/10.1142/s1363919619500579.
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This study explores the relationship between new product development (NPD) process speed, as an independent variable, and the perceived market success of products resulting from these NPD processes, as a dependent variable. This is the first meta-analysis that examines the impact of NPD speed on NPD success/performance. This study extends existing research by analysing NPD speed and NPD success correlations found in papers published between 1980 and 2017. The primary research question examined in this study is “Is there a consistent, linear relationship between NPD speed and NPD success/performance across studies?”. To address this question, correlation coefficients related to the relationship between NPD speed and NPD success/performance were gathered from published journal papers. The meta-analytic data gathered during this study resulted in a total of 2,840 individual, correlational relationships. Based on a meta-analytical examination of this data, it was found that the sample data for this study did not represent a single population of correlational relationships. Research implications, limitations, and research directions are provided in this study.
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AL SHALABI, AMMAR, and JONAS RUNDQUIST. "USE OF PROCESSES AND METHODS IN NPD — A SURVEY OF MALAYSIAN INDUSTRY." International Journal of Innovation and Technology Management 06, no. 04 (December 2009): 379–400. http://dx.doi.org/10.1142/s0219877009001650.
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Recently, there has been a considerable interest for New Product Development (NPD) in Malaysian firms. The purpose of this study is to highlight the use of NPD processes and methods in Malaysian industry with focus on the formal NPD-processes, NPD Strategies, Outsourcing of NPD activities, and the Organizing of NPD. A total of 72 useful questionnaires were analyzed in the study. The results from the study are compared with the results from similar studies that have been carried out in US and Sweden in the same context. The results indicate that the use of formal NPD-processes, in Malaysia, is markedly lower than in USA and Sweden.
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Zhang, Zhen, Lianying Zhang, and Aibin Li. "Investigating the Effects of Reward Interdependence and Nonfinancial Incentives on NPD Collaboration in Diverse Project Teams." Project Management Journal 50, no. 6 (May 16, 2019): 641–56. http://dx.doi.org/10.1177/8756972819847049.
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New product development (NPD) collaboration is an essential trigger for new product success. Many scholars have emphasized the reward system as an effective tool to manage NPD collaboration. Yet, our understanding about what types of rewards should be used for NPD collaboration is still unclear. This research examines the effects of reward interdependence and nonfinancial incentives on NPD collaboration, as well as the moderating roles of team size and deep-level heterogeneity. Findings from a field study involving 83 NPD project teams in China showed that both nonfinancial incentives and reward interdependence promoted NPD collaboration. Specifically, team size negatively moderated the relationships between incentive mechanisms and NPD collaboration. The reward interdependence–NPD collaboration relationship was negatively moderated by deep-level heterogeneity. Finally, suggestions for further research and project management practices are discussed.
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AMAYA, ADRIANA ANDREA, YING-KAI LIAO, and SIXTO CHANG. "THE EFFECTS OF INNOVATION IMPLEMENTATION AND SPEED TO MARKET ON THE RELATIONSHIP BETWEEN TEAM SENSE-MAKING, TRUST, AND NPD SUCCESS." International Journal of Innovation Management 23, no. 04 (May 2019): 1950029. http://dx.doi.org/10.1142/s1363919619500294.
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New product development (NPD) has long been regarded as an important issue for the success of business operations. One of the key determinants of NPD is innovation, which is highly related to innovation implementation. Both innovation implementation and NPD success require team sensemaking and trust. The purpose of this study is to examine the antecedents of innovation implementation and its mediating role through which it influences NPD success. A causal model was developed to examine relevant variables for innovation implementation on NPD success. A survey was conducted using the responses from 286 NPD team leaders in the Taiwanese high-tech industry. The results indicated that team sensemaking and trust can influence innovation implementation, which further promotes NPD success. The influences of team sensemaking capability and trust on NPD success can be mediated through the mediating role that innovation implementation plays. This report sheds light on the relevance of innovation implementation in a NPD context.
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Emole, Josephine, Odunayo Susan Lawal, Oleksandra Lupak, and Itoro Udo. "Neuropsychiatric disorders in hospitalized patients undergoing chimeric antigen receptor T-cell therapy for aggressive lymphomas and acute lymphoblastic leukemia: A national study." Journal of Clinical Oncology 39, no. 15_suppl (May 20, 2021): 12118. http://dx.doi.org/10.1200/jco.2021.39.15_suppl.12118.
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12118 Background: Chimeric antigen receptor T cell therapy (CART) has shown efficacy in acute lymphoblastic leukemia (ALL), diffuse large B cell lymphoma (DLBCL), and primary mediastinal B cell lymphoma (PMBCL). While neurological toxicities of CART are known, neuropsychiatric disorders (NPD) in patients undergoing CART has not been well described. Our study assessed the prevalence of NPD in hospitalized patients (pts) undergoing CART, and explored association of NPD with clinical variables. Methods: Using the National Inpatient Sample database, we conducted a retrospective study of pts with ALL, DLBCL and PMLCL aged ≥ 18 years who underwent CART in 2018. Hospitalizations were selected using International Classification of Disease, Tenth Revision (ICD-10) codes. NPD of interest included anxiety, depression, adjustment disorder, insomnia, psychosis, dementia, bipolar disorder. Delirium was not included in the inventory of NPD since delirium is a neurotoxicity of CART, and inclusion of delirium as NPD would confound results. Patient, disease, and CART complications were extracted from hospitalization records. Regression analyses were used to assess association of NPD with clinical variables. Results: 945 CART procedures met the inclusion criteria (56 % males and 60% Caucasians). Majority of CART (88%) were performed for DLBCL and PMBCL. NPD was diagnosed in 31 % of pts. Anxiety was the most common NPD, followed by insomnia and depression. ALL pts were more likely to have NPD compared to pts with lymphoma (52% versus 28%, p<0.05). More females had NPD compared to males (40% versus 25%, p<0.05). Univariable analysis showed association of NPD with female gender [Odds ratio (OR)=2.03, 95% CI = 1.05-3.93] and ALL (OR=2.76, 95% CI = 1.03-7.43). In a multivariable model, NPD was associated with ALL (OR =3.57, 95% CI= 1.01-12.55), while the association of NPD with female gender was less certain (OR =1.41, 95% CI=0.73 - 2.74). There was no association between NPD and mortality, neurotoxicity, systemic inflammatory response syndrome or hemophagocytic lymphohistiocytosis. Conclusions: One in every 3 pts who underwent in-hospital CART for ALL or aggressive B cell lymphoma in 2018 had comorbid NPD. Females and ALL pts were at higher risk for NPD. As CART pts transition into longer follow up and survivorship, ours and similar results should inform the planning and allocation of psychosocial services.
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Mishra, Ruchi, and Onkar Nath Mishra. "Factor influencing flexibility in new product development: empirical evidence from Indian manufacturing firms." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 1005–15. http://dx.doi.org/10.1108/jbim-06-2018-0186.
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Purpose A significant amount of work has been done on new product development (NPD); however, studies on the flexibility aspect in NPD are scant. This study aims to investigate the relationship between NPD flexibility and five infrastructural factors, namely, marketing and manufacturing integration practices (MMIPs), advanced human resource practices (AHRPs), supplier integration practices (SIPs), operational improvement practices (OIPs) and advanced manufacturing technologies (AMTs). Design/methodology/approach The study applies a questionnaire-based survey approach to examine the proposed relationships between different variables and NPD flexibility. Using a 39-item questionnaire, 262 valid and usable responses were collected from Indian manufacturing firms. Data were analysed using principal component analysis and confirmatory factor analysis. Further, structural equation modelling was applied to examine the contribution of different infrastructural factors to NPD flexibility. Findings In light of the empirical evidence produced in this study, the study suggests that MMIPs, AHRPs, SIPs, OIPs and AMTs have a direct, positive and significant influence on NPD flexibility. Among all the predictors, SIPs are the strongest predictor of NPD flexibility, followed by OIPs and AMTs. Research limitations/implications The findings extend prior studies of NPD by broadening the theory related to NPD flexibility. Practitioners should take a macro approach and focus on several practices to enhance flexibility in NPD. Originality/value Unlike earlier studies that provide limited empirical evidence on NPD flexibility and deal with the concept in isolation, this empirical study applies a systematic approach to understand factors influencing NPD flexibility.
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Iqbal, M., and A. Suzianti. "The NPD Process Design Canvas: Tool for NPD Process Creation." IOP Conference Series: Materials Science and Engineering 847 (May 28, 2020): 012064. http://dx.doi.org/10.1088/1757-899x/847/1/012064.
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SUOMALA, PETRI. "THE LIFE CYCLE DIMENSION OF NEW PRODUCT DEVELOPMENT PERFORMANCE MEASUREMENT." International Journal of Innovation Management 08, no. 02 (June 2004): 193–221. http://dx.doi.org/10.1142/s1363919604001039.
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This paper is concerned with comprehensive performance measurement (PM) of new product development (NPD). The idea of "life cycle conscious" NPD performance measurement is introduced by conducting a conceptual analysis combining product life cycle (PLC) thinking and NPD Performance Measurement (NPD PM). The empirical base of the paper is six case studies that focus on product life cycles and their characteristics within different industrial environments. The paper indicates that there are several ways that NPD PM would benefit from life cycle thinking. Life cycle orientation would provide companies with a feasible framework for constructing the performance measures of NPD, and the framework is likely to reduce the short-termism typically associated with NPD PM. In addition, life cycle could provide help for weighting the criteria and the measures utilized in NPD, for finding a balance for the measurement system, and for directing proper attention towards the comprehensive effects of new products.
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MILLSON, MURRAY R., and DAVID WILEMON. "THE IMPACT OF CHANGING MARKETS AND COMPETITION ON THE NPD SPEED/MARKET SUCCESS RELATIONSHIP." International Journal of Innovation Management 14, no. 05 (October 2010): 841–70. http://dx.doi.org/10.1142/s1363919610002908.
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Our research examines the relationships among four factors thought to be important to new product developing organizations. Those factors include the speed with which product developers produce new products and bring them to market; the degree of integration among the various groups participating in the New Product Development (NPD) process; the proficiency with which the product developers perform their tasks; and the degree of success attained upon the completion of the NPD process. Market dynamism, or the degree of customer changeability, and market hostility, or the degree of market competitiveness, are thought to moderate the relationships among the four previously noted factors. The research questions driving our investigation include: (1) Does NPD project success vary with NPD process speed?; (2) Does NPD speed vary across innovation types (new-to-the-world products, line extensions, etc.)?; (3) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and Fuzzy Front End [FFE]), and success vary with the degree of environmental dynamism (changing customer needs)?; and (4) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and FFE), and success vary with the degree of market hostility (competition)? We probed the electrical equipment, medical device, and heavy construction equipment industries to provide the data to address our research questions. Our research suggests that the speed with which projects were completed in our sample did not vary between projects that were more or less successful. We also found that the speed with which projects were completed did not vary across various product categories (new-to-the-world, line extensions, etc.) of newly developed products for the industries studied. Primarily, we found that market dynamism moderates the relationship between NPD speed and NPD proficiency whereas environmental hostility mediates NPD speed and NPD proficiency, NPD speed and organizational integration, and NPD speed and new product market success. Our data indicate that speed is not associated with NPD proficiency, degree of organizational integration, and new product success in less dynamic markets whereas speed has an inverse relationship with successfully entering new markets, the proficiency with which development and launch activities are performed, and the proficiency with which new product marketing strategies were implemented in more dynamic markets. Finally, we found that speed is inversely related to successfully entering new markets, overall NPD proficiency and organizational integration, predevelopment stage proficiency and organizational integration, and development and launch proficiency and organizational integration in non-hostile (competitive) environments whereas we found no significant relationships between these factors and speed in hostile environments. We provide several implications for both scholars and NPD managers.
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AÇIKGÖZ, ATİF. "THE MEDIATING ROLE OF TEAM COLLABORATION BETWEEN PROCEDURAL JUSTICE CLIMATE AND NEW PRODUCT DEVELOPMENT PERFORMANCE." International Journal of Innovation Management 21, no. 04 (May 2017): 1750039. http://dx.doi.org/10.1142/s1363919617500396.
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The management of innovation and technology (MIT) literature has emphasised several determinants of team collaboration in new product development (NPD) projects. However, the literature lacks the evidence which supports the relationship between procedural justice climate (PJC) and team collaboration in NPD projects. The literature also has limited evidences about the mediating role of team collaboration in NPD projects. To address these gaps, this study collected the data from 133 NPD teams. The results strongly suggest that (i) PJC is positively related to team collaboration, (ii) effective collaboration among NPD team members leads to superior NPD performance, and (iii) team collaboration fully mediates between PJC and the indicators of NPD performance. Suggestions are further made regarding new responsibilities for team leaders.
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Oliveira, Vaneska Sousa, Taynara Esperança Silva Santos, Wellington Costa Souza, Rayana Fontenele Alves, Rebeca Barbosa Da Rocha, and Vinicius Saura Cardoso. "Oscilações no equilíbrio estático relacionadas a diabetes mellitus tipo 2 – uma revisão sistemática." Revista Pesquisa em Fisioterapia 13 (June 13, 2023): e5031. http://dx.doi.org/10.17267/2238-2704rpf.2023.e5031.
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INTRODUÇÃO: A diabetes mellitus tipo 2 (DM2) é uma doença crônica sistêmica ligada às mudanças no estilo de vida, fatores genéticos e ambientais, ocasionando complicações como a neuropatia diabética periférica (NDP). Além disso, pessoas com DM2 apresentam um retardo na condução nervosa das vias motoras e sensoriais, podendo levar a alterações no equilíbrio. OBJETIVO: Descrever as alterações de equilíbrio estático em pacientes com DM2. MATERIAIS E MÉTODOS: A revisão sistemática iniciou em outubro de 2021 ocorrendo a última busca em março de 2023, os artigos foram selecionados por dois autores de forma independente nas bases de dados Pubmed, Scopus e Web of Science. Seguindo o protocolo registrado no PROSPERO e descrito com base nas recomendações do PRISMA, foram selecionados estudos observacionais sem restrição a ano de publicação e idioma, envolvendo equilíbrio de DM em qualquer idade. RESULTADOS: Foram eleitos 20 artigos com indivíduos DM e NPD em um total de 1564 voluntários, demonstrando: DM causa mudança na velocidade e deslocamento do COP alterando o equilíbrio estático, a presença da NPD piora a estabilidade corporal devido as alterações sensitivo motoras. CONCLUSÃO: Indivíduos com DM e NPD demonstram alterações na estabilidade postural como velocidade e deslocamento do centro de pressão (COP) para as direções AP e ML, com ou sem informação visual e na presença da NPD.
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Ahmad Zaidi, Mohamad Faizal. "ORGANIZATIONAL AMBIDEXTERITY AT INTRA-NPD LEVEL OF ANALYSIS WITH QUALITY –INNOVATION MATRIX." Journal of Technology and Operations Management 12, Number 1 (June 27, 2017): 32–42. http://dx.doi.org/10.32890/jtom2017.12.1.4.
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Organizational ambidexterity refers to the firm’s capacity to simultaneously exploit existing product offerings with familiar knowledge, and explore new product opportunities with unfamiliar knowledge. Due to this definition, ambidexterity has been commonly studied at inter-new product development (NPD) level. As such, studies at the intra-NPD (in a single NPD) are still rare. Although both exploitative and explorative are critical capabilities for NPDs, with limited resources at hands, most firms will have to do a trade-off between them. As a result, while some firms preferred exploitative NPD, some others have adventured into explorative NPD. Therefore, a single NPDproject is the feasible option to most firms at any one time. Although quality is the focus inexploitative NPD, while innovation is the emphasisinexplorative NPD, both are imperative to any types of NPD. Thus, it was suggested firm that is capable of creating balance between quality and innovation in a single NPDwill be more successful than the others at sustaining competitive advantage. However, creating a balance between quality and innovationin a single NPDis a challenging effort. As a result, this article proposed a quality-innovation (Q-I) matrix to demonstrate the concept of organizational ambidexterity for creating balance between quality and innovation in a single NPD. The Q-I matrix will enhance our understanding on the concept of organizational ambidexterity at intra-NPD level, which is still rarely studied in contrast to the inter-NPD level of analysis.
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Curtis, Emer, and Breda Sweeney. "Flexibility and control in managing collaborative and in-house NPD." Journal of Accounting & Organizational Change 15, no. 1 (April 3, 2019): 30–57. http://dx.doi.org/10.1108/jaoc-07-2017-0057.
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Purpose Prior literature provides little insight on how management control systems have responded to the growth of collaborative new product development (NPD). The purpose of this paper is to contrast the use of budgets to manage collaborative and in-house NPD and to consider the implications for enabling flexibility. Design/methodology/approach The paper reports on the findings of a case study company in the medical devices industry that uses two different business models for its NPD activities. While the company engages in in-house NPD for its own products, it also engages in collaborative NPD services with a range of customers. Findings The study illuminates how two types of budgets (annual and project) can have very different impacts on flexibility under different business models. The annual financial budgets imposed rigid constraints on in-house NPD and resulted in reduced flexibility, whereas in collaborative NPD, they had little impact on flexibility. Project budgets created hard operational constraints in collaborative NPD which generated a highly pressurised yet highly creative environment, whereas project budgets had little impact on flexibility in in-house NPD. Originality/value The study contributes detailed empirical insights into the control systems used to manage collaborative NPD from the supplier perspective, where creativity is largely responsive and contrasts these with the management of in-house NPD where creativity is largely expected. The authors also contribute an analysis of the key control systems and other factors that sustain flexibility in this highly pressurised open innovation environment.
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Alkadeem, Reem, Soheir Backar, Heba Haddad, and Mohamed Eldardiry. "NPD Projects Simulation Model Incorporating Managerial Aspects Using System Dynamics Approach." International Journal of System Dynamics Applications 6, no. 3 (July 2017): 38–58. http://dx.doi.org/10.4018/ijsda.2017070103.
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This work develops a system dynamic model for the NPD work system, focusing on the impact of managerial variables such as, managerial flexibility, feedback, autonomy, and Professionalism on the decision process of updating the NPD projects to cope with market uncertainties. Therefore, this model can be used as a “flight simulator” in managerial training to test the ability of different managerial systems to mitigate projects' probability of failure. As a result, this research serves to help project managers in improving the performance of the NPD projects by understanding how the NPD work system is better designed. Furthermore, the model can assist the managers of NPD projects to understand the dynamic interactions among the different elements in the NPD work system and feedback dynamics during the adjustment of accomplished tasks in response to market changes. Also, the integrative nature of the model allows illustration of the interactions between NPD project elements and macroergonomic elements, which is consistent with the cross-functional nature of NPD projects.
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RUNDQUIST, JONAS, and ARON CHIBBA. "THE USE OF PROCESSES AND METHODS IN NPD — A SURVEY OF SWEDISH INDUSTRY." International Journal of Innovation and Technology Management 01, no. 01 (March 2004): 37–54. http://dx.doi.org/10.1142/s0219877004000076.
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Research often suggests that formal New Product Development (NPD) processes increase the success rate of NPD projects in a firm. However, recent studies indicate a relatively low usage of formal NPD-processes. Very few studies of NPD practices have been carried out in contexts other than that of the US, thus it is of interest to explore whether or not important differences exist. The present study aims to identify the use of and practices within formal NPD-processes in Swedish manufacturing firms and to compare the results with a study conducted in a US context. The results indicate that differences exist in for example reward systems for NPD teams.
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Burgos Peláez, Rosa, María Nuria Virgili Casas, María Cristina Cuerda Compés, José Manuel Moreno Villares, Gabriel Olveira, Luis Miguel Luengo Pérez, Carmina Wanden-Berghe Lozano, Álvaro Muñoz Cuadrado, Covadonga Torres González, and Miguel Ángel Casado Gómez. "Estimación del coste de la nutrición parenteral domiciliaria en España." Nutrición Hospitalaria 34, no. 2 (March 30, 2017): 271. http://dx.doi.org/10.20960/nh.705.
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Introducción: la nutrición parenteral domiciliaria (NPD) mejora la calidad de vida de los pacientes permitiéndoles recibir nutrición en su domicilio y facilitando su integración social y laboral.Objetivo: analizar el coste de la NPD en España.Métodos: se realizó una revisión bibliográfica de los Registros de NPD en España (años 2007-2014), elaborados por el Grupo NADYA-SENPE. Se analizó la evolución de: pacientes que requerían NPD, episodios/paciente por los que se administró NPD, duración media de los episodios, vías de acceso y tasa de complicaciones. Se estimó el consumo y coste de la NPD. Los pacientes fueron agrupados según patología: benigna o maligna. Los costes directos (€, 2015) incluidos fueron: bolsas administradas, vías de acceso y complicaciones.Resultados: el número de pacientes que recibió NPD aumentó a lo largo de los años (2007: 133 pacientes; 2014: 220 pacientes). El número medio de episodios/paciente osciló entre 1-2 episodios/año y su duración media disminuyó (2007: 323 días; 2014: 202,8 días). Las vías de acceso más utilizadas fueron los catéteres tunelizados y las complicaciones sépticas fueron las más comunes. El coste directo anual medio por paciente se estimó en 8.393,30 € y 9.261,60 € para patología benigna y maligna, respectivamente. Considerando que, en 2014, 220 pacientes requirieron NPD, el coste anual fue 1.846.524,96 € (1.389.910,55 € debidos a la fórmula de NPD) y 2.037.551,90 € (1.580.937,50 € debidos a la fórmula de NPD) para patología benigna y maligna respectivamente.Conclusiones: estos resultados sirven de base para futuros análisis económicos de la NPD y para establecer estrategias de priorización eficiente de recursos disponibles.
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DE WAAL, GERRIT ANTON, and PAUL KNOTT. "NPD TOOLS, THOROUGHNESS AND PERFORMANCE IN SMALL FIRMS." International Journal of Innovation Management 23, no. 06 (July 25, 2019): 1950050. http://dx.doi.org/10.1142/s1363919619500506.
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This paper draws on survey data to clarify whether small high-technology firms benefit most from adopting greater numbers of new product development (NPD) tools to support NPD projects, or from using tools more thoroughly. This is an important issue given that small firms adopt NPD tools despite facing acute resource limitations and using informal processes. Prior studies of the performance impact of NPD tools have focused on large firms, and very few have assessed the performance impact of using NPD tools to higher levels of thoroughness.The paper covers tools across functional/technical and management/marketing aspects of NPD, and measures performance in process, product and market. We found that increasing the number of tools adopted did not measurably improve performance, in contrast to prior findings in larger firms. Instead, we found that firms obtained meaningfully improved NPD performance from using tools at higher average levels of thoroughness. Higher average thoroughness produced statistically significant performance benefits across seven of our nine performance measures. Our findings imply that small firms should emphasize selective but thorough and well-designed implementation of NPD tools.
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Sayadnasiri, Mohammad. "A case of paroxysmal nocturnal dystonia responsive to cyproheptadine: Is it almost always epileptic?" International Journal of Epilepsy 02, no. 01 (June 2015): 049–50. http://dx.doi.org/10.1016/j.ijep.2015.02.003.
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AbstractNocturnal Paroxysmal Dystonia (NPD) is characterized by abnormal dyskinetic movements occur mostly during non-REM sleep. From introducing NPD in early 1980s, most authors have been in favour of an epileptic origin for these sleep-related episodes. Clinical characteristics of NPD including abrupt hypermotor behaviours, automatisms and vocalizations, abnormal EEG findings in some patients and therapeutic response to anti-epileptic drugs persuade clinicians to accept NPD as sleep-related epilepsy with frontal lobe origin but it seems this conclusion may not be true in all cases. We present a young adult patient with refractory NPD who responded to antihistamine cyproheptadine and propose an alternative theory to describe NPD according to the basal ganglia dysregulation. So, in such patients, other therapeutic approach should be reasonably sought.
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Huang, Jianfeng, Chengying Yang, and Jun Ye. "Nonlinear pd controllers with gravity compensation for robot manipulators." Cybernetics and Information Technologies 14, no. 1 (March 1, 2014): 141–50. http://dx.doi.org/10.2478/cait-2014-0011.
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Abstract A Nonlinear Proportional-Derivative (NPD) controller with gravity compensation is proposed and applied to robot manipulators in this paper. The proportional and derivative gains are changed by the nonlinear function of errors in the NPD controller. The closed-loop system, composed of nonlinear robot dynamics and NPD controllers, is globally asymptotically stable in position control of robot manipulators. The comparison of the simulation experiments in the position control (the step response) of a robot manipulator with two degrees of freedom is also presented to illustrate that the NPD controller is superior to the conventional PD controller in a position control system. The experimental results show that the NPD controller can obtain a faster response velocity and higher position accuracy than the conventional PD controller in the position control of robot manipulators because the proportional and derivative gains of the NPD controller can be changed by the nonlinear function of errors. The NPD controller provides a novel approach for robot control systems.
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BREM, ALEXANDER, and FLORIAN FREITAG. "INTERNATIONALISATION OF NEW PRODUCT DEVELOPMENT AND RESEARCH & DEVELOPMENT: RESULTS FROM A MULTIPLE CASE STUDY ON COMPANIES WITH INNOVATION PROCESSES IN GERMANY AND INDIA." International Journal of Innovation Management 19, no. 01 (January 22, 2015): 1550010. http://dx.doi.org/10.1142/s1363919615500103.
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A rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand India's different expectations regarding NPD and adjust their practices accordingly.
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Lin, Ming-Ji James, Yu-Cheng Tu, Der-Chao Chen, and Chin-Hua Huang. "Customer participation and new product development outcomes: The moderating role of product innovativeness." Journal of Management & Organization 19, no. 3 (May 2013): 314–37. http://dx.doi.org/10.1017/jmo.2013.8.
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AbstractInvestigation of customer participation in new product development (NPD) performance has yielded conflicting results. This study explores the idea that intensive customer participation is not always better. Instead, the usefulness of customer participation in NPD is determined by the fit between product innovativeness and customer participation as information providers and as co-developers. An empirical study of 196 NPD projects of Taiwanese high-tech firms is analyzed by structural equation modeling. The findings show that product innovativeness negatively moderates the impact of customer participation as information providers on NPD outcome. Thus, the greater the involvement of customer participation as information providers in radical innovation projects, the lower the NPD outcome. Moreover, our results also indicate that product innovativeness positively affects the relationship between customer participation as a co-developer and NPD outcome, which suggest that the more customer participation as a co-developer in a radical innovation project, the better the NPD outcome.
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Moon, Hakil, Jean L. Johnson, Babu John Mariadoss, and John B. Cullen. "Supplier and Customer Involvement in New Product Development Stages: Implications for New Product Innovation Outcomes." International Journal of Innovation and Technology Management 15, no. 01 (February 2018): 1850004. http://dx.doi.org/10.1142/s0219877018500049.
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This paper investigates the relationships among supply chain participants’ involvement at various stages of new product development (NPD) and a firm’s innovation outcomes in terms of number of new product introduction and new product radicalness. A total of 107 questionnaires were collected from a cross-sectional survey of NPD managers. Results show significant impacts of suppliers’ and customers’ involvement on the firm innovation outcomes in the various NPD stages. Suppliers’ involvement in the firm NPD process influences negatively or is not related to firm innovation success in the various NPD stages. However, customers’ involvement affects positively or is not related to firm innovation success in the various NPD stages. This indicates that the distinct features of the various NPD stages make customer or supplier involvement more or less appropriate at each stage. Therefore, this paper provides significant managerial implications for supply chain practitioners regarding with whom, when, and how they set up supply chain strategy to improve their innovation performance.
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Andrade-Valbuena, Nelson A., and Jose M. Merigo. "Outlining new product development research through bibliometrics." Journal of Strategy and Management 11, no. 3 (August 20, 2018): 328–50. http://dx.doi.org/10.1108/jsma-08-2017-0061.
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Purpose New product development (NPD) is a noteworthy field that has attracted the attention of scholars for its relevance for firm success. Based on bibliometric indicators and spatial distance network analysis, the authors outline the general structure overview of NPD research through the last 40 years of scientific production; identify and categorize key articles, authors, journals, institutions, and countries related to NPD research; identify and map the research subareas that have mostly contributed to the construction of NPD intellectual structure. The paper aims to discuss these issues. Design/methodology/approach The work uses the Web of Science Core Collection and the visualization of similarities viewer software. The analysis searches for all the documents connected to NPD available in the database. The graphical visualization maps the bibliographic data in terms of bibliographic coupling and co-citation. Findings The general NPD citation pattern evidences a construction of knowledge and learning, as evidenced in different subjects, such as biology or physics. Relevant contributions and contributors are highlighted as journals, articles, researchers, countries and institutions in overall NPD research and in its constituent subfields. Five subareas related to the NPD field based on journals and authors network are identified: marketing; operations and production; strategy; industrial engineering and operations; and management. Originality/value This paper contributes to the NPD literature by offering a global perspective on the field by using bibliometric data graphical networks, providing insights about the influence of individual actors and its contributions to build bridges between the different subfields of research in NPD.
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Tirelli, Claudio, Ornella Rondinone, Marta Italia, Sabrina Mira, Luca Alessandro Belmonte, Mauro De Grassi, Gabriele Guido, et al. "The Genetic Basis, Lung Involvement, and Therapeutic Options in Niemann–Pick Disease: A Comprehensive Review." Biomolecules 14, no. 2 (February 11, 2024): 211. http://dx.doi.org/10.3390/biom14020211.
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Niemann–Pick Disease (NPD) is a rare autosomal recessive disease belonging to lysosomal storage disorders. Three types of NPD have been described: NPD type A, B, and C. NPD type A and B are caused by mutations in the gene SMPD1 coding for sphingomyelin phosphodiesterase 1, with a consequent lack of acid sphingomyelinase activity. These diseases have been thus classified as acid sphingomyelinase deficiencies (ASMDs). NPD type C is a neurologic disorder due to mutations in the genes NPC1 or NPC2, causing a defect of cholesterol trafficking and esterification. Although all three types of NPD can manifest with pulmonary involvement, lung disease occurs more frequently in NPD type B, typically with interstitial lung disease, recurrent pulmonary infections, and respiratory failure. In this sense, bronchoscopy with broncho-alveolar lavage or biopsy together with high-resolution computed tomography are fundamental diagnostic tools. Although several efforts have been made to find an effective therapy for NPD, to date, only limited therapeutic options are available. Enzyme replacement therapy with Olipudase α is the first and only approved disease-modifying therapy for patients with ASMD. A lung transplant and hematopoietic stem cell transplantation are also described for ASMD in the literature. The only approved disease-modifying therapy in NPD type C is miglustat, a substrate-reduction treatment. The aim of this review was to delineate a state of the art on the genetic basis and lung involvement in NPD, focusing on clinical manifestations, radiologic and histopathologic characteristics of the disease, and available therapeutic options, with a gaze on future therapeutic strategies.
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Popaitoon, Sujinda. "The moderating effects of job design on human capital and NPD performance." Asia-Pacific Journal of Business Administration 12, no. 1 (December 30, 2019): 40–57. http://dx.doi.org/10.1108/apjba-01-2019-0017.
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Purpose In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate the moderating roles of job design in the relationships between project team viewed as human capital resources and new product development (NPD) performance in the short and long run. Based on survey data from 117 NPD project teams in high-technology multinational companies (MNCs) in Thailand, this research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on NPD project success. In addition, job design works in concert with human capital resources to affect managing NPD project-to-project in the long run. Designing jobs by providing autonomy, identity and feedbacks could trigger the stronger contribution not only for fostering knowledge creation in the NPD project team, but also encouraging intrinsic motivation to commit extra effort to achieve NPD goals. This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance. Implications for these results are discussed. Design/methodology/approach Based on survey data from 117 NPD projects in high-technology MNCs in Thailand, this research uses hierarchical regression to do analyses. Findings This research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on the short-run project performance. In addition, job design works in concert with human capital resources to affect managing project-to-project in the long run. Research limitations/implications This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance. Originality/value Investigating the moderating roles of job design in the relationship between human capital resources and NPD performance in the short and long run.
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Dubiel, Anna, Sourindra Banerjee, Holger Ernst, and Mohan Subramaniam. "International-market-information use across new-product-development stages." International Marketing Review 35, no. 5 (September 10, 2018): 760–84. http://dx.doi.org/10.1108/imr-05-2015-0128.
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Purpose The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations. Design/methodology/approach This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms. Findings The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages. Research limitations/implications This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts. Practical implications Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities. Originality/value This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.