Elko J. Kleinschmidt and Robert G. Cooper
This research probed the impact of an international versus domestic new product strategy on new product success. The study used 123 successes and 80 new product failures in 125…
Abstract
This research probed the impact of an international versus domestic new product strategy on new product success. The study used 123 successes and 80 new product failures in 125 industrial firms in Canada. Two international dimensions were hypothesised to be related to new product performance: (1) the degree to which the product was developed for international versus domestic use; and (2) target market selection — domestic versus nearest neighbour versus world market. Successful products were found to be more international in terms of product design and marketing activities and products developed for international markets were more successful on a number of performance measures. Firms that elected an export strategy for their new products (in particular, a strategy aimed at world markets and not only at nearest neighbours) and developed products for international markets did better in foreign as well as domestic markets.
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Catherine P. Killen, Robert A. Hunt and Elko J. Kleinschmidt
The purpose of this paper is to create a benchmark and identify best practices for Project Portfolio Management (PPM) for both tangible product‐based and service product‐based…
Abstract
Purpose
The purpose of this paper is to create a benchmark and identify best practices for Project Portfolio Management (PPM) for both tangible product‐based and service product‐based development project portfolios.
Design/methodology/approach
A questionnaire was developed to gather data to compare the PPM methods used, PPM performance, PPM challenges, and resulting new product success measures in 60 Australian organisations in a diverse range of service and manufacturing industries.
Findings
The paper finds that PPM practices are shown to be very similar for service product development project portfolios and tangible product development project portfolios. New product success rates show strong correlation with measures of PPM performance and the use of some PPM methods is correlated with specific PPM performance outcomes.
Research limitations/implications
The findings in this paper are based on a survey of a diverse sample of 60 Australian organisations. The results are strengthened by comparisons with similar North American research; however, they may not be representative of all environments. Research in other regions would further qualify the findings. As each organisation's PPM process is unique, case study methods are recommended for future studies to capture more of the complexity in the environment.
Practical implications
The paper shows that PPM practitioners and executives who make decisions about the development of tangible products and/or service products will benefit from the findings.
Originality/value
This paper extends the existing understanding of PPM practices to include service development project portfolios as well as tangible product development project portfolios and strengthens the links between PPM practices and outcomes.
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Catherine P. Killen, Robert A. Hunt and Elko J. Kleinschmidt
The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of…
Abstract
Purpose
The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities.
Design/methodology/approach
A multiple‐case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries.
Findings
The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co‐evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process.
Research limitations/implications
The research includes a sample of six case studies and the results may not be generalisable. In addition, the research was conducted over a short period of time whereas a longitudinal study would be required to gain more detailed information about the development of capabilities over time.
Practical implications
The findings suggest that managers can enhance and sustain competitive advantage by investing in tacit experience accumulation as well as explicit knowledge articulation and codification learning mechanisms to develop their PPM capability. Strengthened investment in experience accumulation and knowledge codification learning mechanisms is recommended during establishment of the PPM capability.
Originality/value
This paper contributes to the understanding of the links between organizational learning and the development of dynamic capabilities. Original hypotheses are proposed and some initial support for these hypotheses is provided through multiple‐case study research.
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Joao Pedro Couto and Jose Cabral Vieira
This paper examines the effect of national culture on the process of innovation and research and development activities in the subsidiaries of multinational companies. For this…
Abstract
This paper examines the effect of national culture on the process of innovation and research and development activities in the subsidiaries of multinational companies. For this purpose, we use a sample of 222 subsidiaries for five European countries. The paper has drawn up two important findings. Firstly, cultural dimensions such as individualism, masculinity, power distance and uncertainty avoidance influence research and development activities of the subsidiaries. Secondly, the type of management model, defined according to the location of the parent company, influence the organization of the research and development activities.
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Saada Karray, Majdi Argoubi and Meryem Masmoudi
This study aims to contribute to the understanding of Entrepreneurship and Resource-Based View (RBV) by investigating the research landscape of Innovation Determinants (ID)…
Abstract
Purpose
This study aims to contribute to the understanding of Entrepreneurship and Resource-Based View (RBV) by investigating the research landscape of Innovation Determinants (ID). Through an extensive bibliometric analysis and knowledge mapping, we explore intellectual structures, emerging trends, research hotspots, and future prospects in the field from 1990 to December 2022. Additionally, we focus on identifying top research organizations, authors, collaboration patterns, and commonly used keywords to advance knowledge and awareness in this area.
Design/methodology/approach
A comprehensive retrieval strategy was employed to gather 2359 articles on ID from Web of Science, covering the period from 1990 to 2022. Utilizing CiteSpace as a visualization tool, we visually represent authors, institutions, and keywords. By examining knowledge maps using various indicators, we showcase the intellectual foundation and current research frontiers within the domain of ID.
Findings
Our findings reveal significant progress in academic research on ID over the past three decades, with a substantial number of 2359 published articles in the field. This signifies considerable advancement in exploring ID. The analysis of the co-authorship network presents a network of 406 authors represented as nodes and 112 collaborative interactions as links. The network's density indicates that only a minute 0.14% of the potential connections in the ID network have been established, highlighting the need for more cohesive and extensive global collaborations in this field.
Originality/value
This paper's originality lies in its temporal and dynamic examination of the past thirty years, utilizing CiteSpace for co-citation and co-occurrence network analysis. Additionally, the scientometric analysis reveals key co-occurring keywords, providing insights into the conceptual characteristics within the research field.
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This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm’s competences through its dynamic and reciprocal…
Abstract
This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm’s competences through its dynamic and reciprocal relationship with R&D and product commercialization. Three theories of technology and innovation (the R&D and technological knowledge concept, product‐process concept, technological interdependence concept) are used to relate technology and innovation to strategic management. Based on these theories, this paper attempts to identify the dynamic relationship between product innovation and process innovation using system dynamics by investigating that aspect of the dynamic changes in the closed feedback circulation structure in which R&D investments drive the accumulation of technological knowledge.
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Here's how top firms are using portfolio management processes to maximize their projects‘ fit, utility, and balance.
Kari Hakkarainen and Tapani Talonen
The traditional innovation process - consisting of a funnel coupled with project screening - suffers from several practical shortcomings and flaws. Overemphasis on the role of…
Abstract
The traditional innovation process - consisting of a funnel coupled with project screening - suffers from several practical shortcomings and flaws. Overemphasis on the role of early stages, such as idea generation, overshadows subsequent phases of equal importance. The drive to feed as many ideas as possible into the funnel may cause congestion that slows down overall progress. Furthermore, the yield may be of low quality if ineffective gates allow too many infertile ideas to pass through the funnel. Processes may be inflexible and slow to react, especially if tied to the corporate planning calendar as often proposed. This is not to imply that these problems are inherent; they are instead the consequences of poor practices.
The authors discuss the disadvantages and suggest an alternative to overcome them. The proposed approach is driven by strategic business options and also introduces additional benefits. It produces savings in sunk costs and prematurely tied-up capital. It contributes to effective and economical use of resources, because a company commits irrevocably to only one step at a time. Lastly, options enable, and by their very nature even demand, active and adaptive management.
Catherine P. Killen and Robert A. Hunt
The purpose of this paper is to summarise a recent doctoral thesis on the relationship between project portfolio management (PPM) and competitive advantage in service and…
Abstract
Purpose
The purpose of this paper is to summarise a recent doctoral thesis on the relationship between project portfolio management (PPM) and competitive advantage in service and manufacturing organisations.
Design/methodology/approach
This two‐phase mixed method study comprises a quantitative questionnaire‐based survey and a qualitative multiple‐case study to address the “what” and the “how” of the research questions.
Findings
This paper adopts a “dynamic capabilities” perspective, drawing on organisational learning theory to explain the path‐dependent nature of PPM capability development and how PPM capabilities work with the resource base to enhance competitive advantage. Findings support prior PPM studies and suggest a positive relationship between structured PPM capabilities and improved outcomes. The research compares service and manufacturing environments; future challenges are likely to result from the increasing blurring of the boundaries between service and manufacturing industries.
Practical implications
The research has four main practical outcomes: development of a model representing the overall PPM capability; a benchmark for and guidance on specific PPM processes and methods; guidance on the types of organisational learning investments that enhance the establishment and evolution of PPM capabilities; and the initial development of an outcomes and learning‐based maturity model for PPM capabilities.
Originality/value
This paper produces the first benchmark of innovation PPM capabilities in Australia, and is the first to include service product‐focused portfolios. It is the first study that identifies PPM capabilities as dynamic capability, allowing existing research to be viewed through the dynamic capability lens and, more importantly, providing a theoretical underpinning that may influence future research and practice.