This article reviews and applies a strategic new product development (NPD) networking maturation process developed for organisations that employ networks to develop successful new products. Understanding this model can assist new product developers in making important decisions for attaining marketplace advantages that can aid the successful development and commercialisation of new products. This paper describes the development of a strategic NPD networking maturation process model that is compatible with current global new product development practices and environments. It is noted that strategic NPD networking for new product development is not a discrete event but a process that involves several stages. These stages are described and include awareness, exploration, commitment and dissolution. It is suggested that embarking on a strategic NPD networking process resembles the processes of the adoption and implementation of an important innovation. The paper concludes with a summary of the discussion.
Get full access to this article
View all access options for this article.
References
1.
AliA. (2000), ‘The Impact of Innovativeness and Development Time on New Product Performance for Small Firms’, Marketing Letters, Vol. 11, No. 2, pp. 151–163.
2.
BatsonA., and MilstienJ. (2008), ‘The GO License: Only Part of the Solution’, Health Affairs, Vol. 27, No. 1, pp. 140–142.
3.
BendersJ. (2002), ‘Too Many Tools? On Problem Solving in NPD Projects’, International Journal of Innovation Management, Vol. 6, No. 2, pp. 163–185.
4.
CarletonJ., and StevensA. (2004), ‘When Worlds Collide: The Need for Cultural Assessment and Integration’, Performance Improvement Journal, Vol. 43, No. 6, pp. 38–43.
5.
ChesbroughH. (2003), Open Innovation, Boston: Harvard Business School Press.
6.
CooperR., EdgettS., and KleinschmidtE. (2004), ‘Benchmarking Bets NPD Practices III’, Research-Technology Management, Vol. 47, No. 6, pp. 31–43.
7.
DasT., TengB. (1998), ‘Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances’, Academy of Management Review, Vol. 23, No. 3, pp. 491–512.
8.
DavidF., and DavidF. (2003), ‘It's Time to Redraft Your Mission Statement’, Journal of Business Strategy, Vol. 24, No. 1, pp. 11–14.
9.
de ManA., DuystersG., VasudevanA. (2001), The Allianced Enterprise: Global Strategies for Corporate Collaboration, London: Imperial College Press.
10.
DwyerE., SchurrP., and OhS. (1987), ‘Developing Buyer-Seller Relationships’, Journal of Marketing, Vol. 51, pp. 11–27.
11.
HouseR., HangesP., Mansour,J., DorfmanP., and GuptaV. (2004), Culture, Leadership, and Organisations, Thousand Oaks, CA: Sage Publications.
12.
LedwithA., and CoughlanP. (2005), ‘Splendid Isolation: Does Networking Really Increase New Product Success?’, Creativity and Innovation Management, Vol. 14, No. 4, pp. 366–373.
13.
MacAvoyT. (1997), ‘Choosing An Alliance Manager’, Research-Technology Management, Vol. 40, No. 6, pp. 12–14.
14.
MarciniecB. (2007), ‘The Role of Science and Technology Parks in Increasing the Competitiveness of Small and Medium Sized Companies’, Poznan University of Economics Review, Vol. 11, No. 1, pp. 56–80.
15.
MichelinA., and Conklin,B.Jr. (2004), ‘White Knight Wanted: What to Expect from Restructuring Consultants’, Journal of Business Strategy, Vol. 25, No. 4, pp. 31–34.
16.
MilesR., and SnowC. (1984), ‘Fit, Failure, and the Hall of Fame’, California Management Review, Vol. 26, No. 3, pp. 10–28.
17.
MillsonM., RajS., and WilemonD. (1996), ‘Strategic Partnering for Developing New Products’, Research-Technology Management, Vol. 39, No. 3, pp. 41–49.
18.
MillsonM., and WilemonD. (2002), ‘The Impact of Organisational Integration and Product Development Proficiency on Market Success’, Industrial Marketing Management, Vol. 31, No. 1, pp. 1–23.
19.
O'Toole,L.Jr. (1997), ‘Implementing Public Innovations in Network Settings’, Administration & Society, Vol. 29, No. 2, pp. 115–138.
20.
PengM., and ShenkarO. (2003), ‘Joint Venture Dissolution as Corporate Divorce’, Academy of Management Executive, Vol. 16, No. 2, pp. 92–105.
21.
Pina e CunhaM., and GomesJ. (2003), ‘Order and Disorder in Product Innovation Models’, Creativity and Innovation Management, Vol. 12, No. 3, pp. 174–187.
22.
PrahaladC., and HamelG. (1990), ‘The Core Competence of the Corporation’,Harvard Business Review, pp. 79–91.
23.
RigbyD., and ZookC. (2002), ‘Open-Market Innovation’,Harvard Business Review, pp. 80–89.
24.
RogersE. (2003), Diffusion of Innovations (5th Edition), Free Press: New York.
25.
SivadasE., and DwyerF. (2000), ‘An Examination of Organisational Factors Influencing New Product Success in Internal and Alliance-Based Processes’, Journal of Marketing, Vol. 64, No. 1, pp. 31–50.
26.
SlowinskiG., FarrisG., and JonesD. (1993), ‘Strategic Partnering: Process Instead of Event’, Research-Technology Management, Vol. 36, Issue 3, pp. 22–25.
27.
StoltmanJ., and MorganF. (2002), ‘Extending the Marriage Metaphor as a Way to View Marketing Relationships’, Journal of Business-to-Business Marketing, Vol. 9, No. 1, pp. 49–75.
28.
VossC. (1992), ‘Successful Innovation and Implementation of New Processes’, Business Strategy Review, Vol. 3, No. 1, pp. 29–44.
29.
WeldonV. (1997), ‘Can There Be Trust Without Faith’, Across The Board, Vol. 34, No. 2, pp. 11.
30.
WilhelmW., and DowningJ. (2001), Information Markets: What Business Can Learn from Financial Innovation, Boston, MA: Harvard Business School Press.
31.
WindY., and MahajanV. (1988), ‘New Product Development Process: A Perspective for Reexamination’, Journal of Product Innovation Management, Vol. 5, pp. 304–310.
32.
WolpertJ. (2002), ‘Breaking Out of the Innovation Box’,Harvard Business Review, pp. 77–83.
33.
YinX., and ShanleyM. (2008), ‘Industry Determinants of the “Merger versus Alliance” Decision’, Academy of Management Journal, Vol. 33, No. 2, pp. 473–491.
