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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.

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.

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.

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.

This paper describes a semester‐long project involving senior‐level accounting students enrolled in Principles of Auditing and senior technology majors enrolled in a Manufacturing Planning and Management (MPM) class in the School of Technology. As part of their course requirements, the technology students establish a real company,raise capital, market a product, distribute profits/losses,and liquidate the company at semester‐end. The accounting students, working in teams, act as advisors (consultants) to this business. Team tasks include developing an accounting system, assisting with the preparation of budgets and financial reports, and analyzing the overall performance of the company. To complete their part of the project, each auditing team must meet with appropriate members of the MPM class, analyze their assigned task, propose a solution or map out a course of action for the MPM students, and prepare both a written and oral report for the MPM students detailing their analysis and findings. Thus, for the auditing students, the project helps hone interpersonal, writing, and oral presenting skills.

The purpose of this paper is to examine whether managers should have a different approach for the development of very innovative services from that of incremental new services.

This paper is based on a large‐scale survey to examine hotel innovation projects to gain insight about the impact of level of innovativeness on the factors that are linked to new service success and failure.

The research results show that there are two global success factors regardless of their degree of newness – market attractiveness and strategic human resources management. Several other factors, however, are found to influence the outcome of incremental projects, such as: service advantage, empowerment, training of employees, behavior‐based evaluation, tangible quality and marketing synergy. For very innovative new hotel services, market responsiveness and pre‐launch activities are found to be related to success.

Further research should investigate whether the results are applicable to other countries and other service segments as well as to consider a staff or customer outcome perspective.

Managers who design new service development processes that are tied to the key success features in innovative or incremental new service development (NSD) increases the likelihood of success.

The differences in success factors between innovative and incremental new services has not been clearly articulated to date. Innovativeness is linked to levels of risk, ambiguity, necessary resources and complexity and this paper shows that firms should have different priorities and approaches when developing new services.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

The purpose of this study is to investigate the different types of innovation that are predominant in companies in the UK services sector, the degree of innovativeness, the practices associated with the pursuit of innovation and their relationship with company performance.

The empirical phase of the study was conducted using a two‐stage process initiated by interviews and completed with mail surveys. Interviews were held with six senior executives of leading service companies in the UK. 214 senior managers of UK service companies were surveyed. The response rate was 47 per cent. Relevant statistical analytical techniques including regressions were used to analyse the data.

Product innovations are emphasized more in telecommunications and financial sectors than in transport and retail sectors while service innovations are emphasized more in retail and transport sectors. Radical and incremental innovations were found to be related to innovation performance. Radical innovations were also found to be related to innovation management practices.

Service companies need to pursue radical, me‐too and incremental innovations. Formal practices and processes must not be limited to the pursuit of radical innovations. Service companies must also recognize the pursuit of incremental innovations formally in their innovation strategies and define formal process for implementing these types of innovation.

The finding that formal practices are set up to foster the development of radical innovations in spite of the fact that both me‐too and incremental innovations are also related to innovation performance represents an interesting contribution. Applying a framework that was based on the development of new products and innovations in the manufacturing context to the service context represents a contribution to the extant literature. Finally, investigating the link between innovation types, innovativeness, management practices and innovation performance in service companies is pioneering.

This paper investigates the market response to the poor quality of reporting on the first mandated set of conflict minerals disclosures in the US setting. The authors examine the reaction for both filing firms at their filing date and non-filing companies at the filing deadline.

The authors use standard market model methods to capture investor response and test for differences across reactions using comparisons of means and regression models. The authors also code reports for a sub-sample of firms and test for the relation between disclosure and market reactions.

The authors document a significant negative reaction for both filing and non-filing firms, with the latter group suffering a more negative reaction than the filers. The authors also find more extensive disclosure is associated with less negative market reactions. Finally, the authors provide evidence supporting the argument that the more pronounced reaction for the non-filers is due to concerns with incremental implementation costs for these firms.

The results extend prior research into investor perceptions of exposures to social and political costs. The findings suggest that investors view both poor quality disclosure and lack of response to mandated requirements as increasing such exposures.

The negative market response could be expected to exert additional pressures on companies to better assess and report on conflict mineral exposures in their supply chains.

The findings suggest investors pay attention to the corporate response to mandated social disclosure requirements, an important finding as mandates for similar types of disclosure appear to be in the offing.

This study is the first to extend the social and political cost exposure literature to analysis of mandated social disclosures.

This paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.

This is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.

Only two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.

Perceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.

To generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.

While organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.

The purpose of this paper is to set out to identify key team factors associated with the fast implementation of capital projects. Although scholars theorise that project success depends as much on the effective management of project personnel as on technical management, the project literature is virtually silent on which team practices are pivotal.

Using a model‐based quantitative research design, the impact of team management variables on the speed of two different phases of capital project implementation were examined: project execution and project construction. Multi‐method data collection included 252 individual surveys, archival documents, and whole team interviews conducted at the closeout of 56 capital projects implemented in four continents by 15 Fortune 500 companies in the process industries.

Empirical analysis revealed that only some of the variables predicted from other literatures (project manager – PM continuity, cross‐functional team integration, and PM incentives) were significantly linked to fast schedule outcomes. Some key drivers differed according to temporal phase.

Limitations of this study included its cross‐sectional design, modest sample size and sampling frame, but the findings clearly demonstrate the value of further research into key team factors for project success.

The results suggest that strategic management of project personnel can drive project speed. Phase‐linked key team practices are identified for improving time performance in capital projects.

This study breaks new ground by exploring whether key team practices are generic and phase‐specific, and by identifying specific team drivers of speed for two capital project phases using objective outcome measures.