Skip to main content

2023 | OriginalPaper | Buchkapitel

42. Ideas to Concepts Through the Concept Exploration Process

verfasst von : Ananthavalli Ramesh, L. Prakash Sai

Erschienen in: Design in the Era of Industry 4.0, Volume 3

Verlag: Springer Nature Singapore

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

New product introduction is an important contributor to a firm's growth and profitability. Successful introduction of a new product depends on many factors including marketing and technical activities, team, product quality, cost and launch time. Product success factors can be influenced by stakeholders from myriad avenues such as manufacturing, service and marketing. Limited understanding of stakeholders’ requirements can lead to fuzziness in NPI, especially in concept development phase (CDP). Bringing more clarity (by gathering right and required information) in concept generation reduces fuzziness. Current empirical study has been formulated to gain insights into ‘concept exploration process (CEP)’, which takes cognizance of stakeholders’ requirements while transforming ideas into concepts. The ‘divergent-convergent’ process of concept generation produces close-to-reality concepts and reduces development difficulties substantially. This study explores the impact of CEP on new product development Project Performance in terms of concept outcome, process outcome, product outcome and knowledge creation. The findings point out that incorporating stakeholder’s requirements before concept generation is positively related to NPD Project Performance and partially mediated by management support and team involvement. Idea generation and market requirements (customer and competitor) have been found to exercise higher influence on NPD Project Performance than other factors such as product definition, supplier requirement and market size assessment. The findings of the study are expected to equip product development teams and management with a better understanding of the pre-development activities while drawing greater attention to the concept exploration process and its effective implementation as an inalienable part of NPD.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Literatur
1.
Zurück zum Zitat Balachandra, R.: Factors for success in R&D projects and new product innovation: a contextual framework. IEEE Trans. Eng. Manage. 44, 276–287 (1997)CrossRef Balachandra, R.: Factors for success in R&D projects and new product innovation: a contextual framework. IEEE Trans. Eng. Manage. 44, 276–287 (1997)CrossRef
2.
Zurück zum Zitat Cooper, R.G.: Why new industrial products fail. Ind. Mark. Manage. 4, 315–326 (1975)CrossRef Cooper, R.G.: Why new industrial products fail. Ind. Mark. Manage. 4, 315–326 (1975)CrossRef
3.
Zurück zum Zitat Wagner, C., Hayashi, A.: A new way to create winning product ideas. J. Prod. Innov. Manag. 11, 146–155 (1994)CrossRef Wagner, C., Hayashi, A.: A new way to create winning product ideas. J. Prod. Innov. Manag. 11, 146–155 (1994)CrossRef
4.
Zurück zum Zitat Kim, J., Wilemon, D.: Focusing the fuzzy front-end in new product development. Res. Developm. Managem. 32, 269–279 (2002) Kim, J., Wilemon, D.: Focusing the fuzzy front-end in new product development. Res. Developm. Managem. 32, 269–279 (2002)
5.
Zurück zum Zitat Repenning, N.P.: Understanding fire fighting in new product development. J. Prod. Innov. Managem. 18, 285–300 (2001)CrossRef Repenning, N.P.: Understanding fire fighting in new product development. J. Prod. Innov. Managem. 18, 285–300 (2001)CrossRef
6.
Zurück zum Zitat Koen, P.A., Ajamian, G.M., Burkart, R., Clamen, A., Davidson, J., Amore, R.D., Elkins, C., Herald, K., Incorvia, M., Johnson, A., Karol, R., Seibert, R., Slavejkov, A., Wagner, K.: Providing clarity and a common language to the fuzzy front end. Res. Technol. Managem. (2001) Koen, P.A., Ajamian, G.M., Burkart, R., Clamen, A., Davidson, J., Amore, R.D., Elkins, C., Herald, K., Incorvia, M., Johnson, A., Karol, R., Seibert, R., Slavejkov, A., Wagner, K.: Providing clarity and a common language to the fuzzy front end. Res. Technol. Managem. (2001)
7.
Zurück zum Zitat Bstieler, L.: The moderating effect of environmental uncertainty on new product development and time efficiency. J. Prod. Innov. Managem. 22, 267–284 (2005)CrossRef Bstieler, L.: The moderating effect of environmental uncertainty on new product development and time efficiency. J. Prod. Innov. Managem. 22, 267–284 (2005)CrossRef
8.
Zurück zum Zitat Zirger, B.J., Maidique, M.A.: A model of new product development: an empirical test. Manage. Sci. 36, 867–883 (1990)CrossRef Zirger, B.J., Maidique, M.A.: A model of new product development: an empirical test. Manage. Sci. 36, 867–883 (1990)CrossRef
9.
Zurück zum Zitat Simpson, T.W., Chen, W., Allen, J.K., Mistree, F.: Conceptual design of a family of products through the use of the robust concept exploration method. American Institute of Aeronautics and Astronautics 2, 1535−1545 (1996) Simpson, T.W., Chen, W., Allen, J.K., Mistree, F.: Conceptual design of a family of products through the use of the robust concept exploration method. American Institute of Aeronautics and Astronautics 2, 1535−1545 (1996)
10.
Zurück zum Zitat Atuahene-Gima, K.: An exploratory analysis of the impact of market orientation on new product performance. J. Prod. Innov. Manag. 12, 275–293 (1995)CrossRef Atuahene-Gima, K.: An exploratory analysis of the impact of market orientation on new product performance. J. Prod. Innov. Manag. 12, 275–293 (1995)CrossRef
11.
Zurück zum Zitat Millson, M.R., Wilemon, D.: Driving new product success in the electrical equipment manufacturing industry. Technovation 26, 1268–1286 (2006)CrossRef Millson, M.R., Wilemon, D.: Driving new product success in the electrical equipment manufacturing industry. Technovation 26, 1268–1286 (2006)CrossRef
12.
Zurück zum Zitat Cooper, R.G., Kleinschmidt, E.J.: An investigation into the new product process: steps, deficiencies, and impact. J. Prod. Innov. Manag. 3, 71–85 (1986)CrossRef Cooper, R.G., Kleinschmidt, E.J.: An investigation into the new product process: steps, deficiencies, and impact. J. Prod. Innov. Manag. 3, 71–85 (1986)CrossRef
13.
Zurück zum Zitat Hoegl, M., Parboteeah, K.P.: Creativity in innovative projects: how teamwork matter. J. Eng. Technol. Managem. 24, 148–166 (2007) Hoegl, M., Parboteeah, K.P.: Creativity in innovative projects: how teamwork matter. J. Eng. Technol. Managem. 24, 148–166 (2007)
14.
Zurück zum Zitat Verworn, B.: A structural equation model of the impact of the “fuzzy front end” on the success of new product development. Res. Policy 38, 1571–1581 (2009)CrossRef Verworn, B.: A structural equation model of the impact of the “fuzzy front end” on the success of new product development. Res. Policy 38, 1571–1581 (2009)CrossRef
15.
Zurück zum Zitat Russell, R.K., Tippett, D.: Critical success factors for the fuzzy front end of innovation in the medical device industry. Eng. Manag. J. 2, 36–43 (2008)CrossRef Russell, R.K., Tippett, D.: Critical success factors for the fuzzy front end of innovation in the medical device industry. Eng. Manag. J. 2, 36–43 (2008)CrossRef
16.
Zurück zum Zitat Dvir, D., Raz, T., Shenhar, A.J.: An empirical analysis of the relationship between project planning and project success. Int. J. Project Manage. 21, 89–95 (2003)CrossRef Dvir, D., Raz, T., Shenhar, A.J.: An empirical analysis of the relationship between project planning and project success. Int. J. Project Manage. 21, 89–95 (2003)CrossRef
17.
Zurück zum Zitat Kratzer, J., Leenders, R.T.A.J., Engelen, J.M.L.V.: The social structure of leadership and creativity in engineering design teams: an empirical analysis. J. Eng. Technol. Managem. 25, 269–286 (2008) Kratzer, J., Leenders, R.T.A.J., Engelen, J.M.L.V.: The social structure of leadership and creativity in engineering design teams: an empirical analysis. J. Eng. Technol. Managem. 25, 269–286 (2008)
18.
Zurück zum Zitat Herstatt, C., Stockstrom, C., Verworn, B., Nagahira, A.: Fuzzy front end practices in innovating Japanese companies. Int. J. Innov. Technol. Manag. 3, 43–60 (2006)CrossRef Herstatt, C., Stockstrom, C., Verworn, B., Nagahira, A.: Fuzzy front end practices in innovating Japanese companies. Int. J. Innov. Technol. Manag. 3, 43–60 (2006)CrossRef
19.
Zurück zum Zitat Khurana, A., Rosenthal, S.R.: Towards holistic “front ends” in new product development. J. Prod. Innov. Manag. 15, 57–74 (1998)CrossRef Khurana, A., Rosenthal, S.R.: Towards holistic “front ends” in new product development. J. Prod. Innov. Manag. 15, 57–74 (1998)CrossRef
20.
Zurück zum Zitat Calantone, R.J., Schmidt, J.B., Song, X.M.: Controllable factors of new product success: a cross-national comparison. Mark. Sci. 15, 241–258 (1996)CrossRef Calantone, R.J., Schmidt, J.B., Song, X.M.: Controllable factors of new product success: a cross-national comparison. Mark. Sci. 15, 241–258 (1996)CrossRef
21.
Zurück zum Zitat Sanchez, A.M., Perez, M.P.: Flexibility in new product development: a survey of practices and its relationship with product’s technological complexity. Technovation 23, 139–145 (2003)CrossRef Sanchez, A.M., Perez, M.P.: Flexibility in new product development: a survey of practices and its relationship with product’s technological complexity. Technovation 23, 139–145 (2003)CrossRef
22.
Zurück zum Zitat Calantone, R.J., Benedetto, A.: An integrative model of the new product development process an empirical validation. J. Prod. Innov. Manag. 26, 1268–1286 (1988) Calantone, R.J., Benedetto, A.: An integrative model of the new product development process an empirical validation. J. Prod. Innov. Manag. 26, 1268–1286 (1988)
23.
Zurück zum Zitat Bonner, J.M.: Customer interactivity and new product performance: moderating effects of product newness and product embeddedness. Indust. Market. Managem. (2009) Bonner, J.M.: Customer interactivity and new product performance: moderating effects of product newness and product embeddedness. Indust. Market. Managem. (2009)
24.
Zurück zum Zitat Leonard-Barton, D.: Core capabilities and core rigidities: a paradox in managing new product development. Strateg. Manag. J. 13, 111–125 (1992)CrossRef Leonard-Barton, D.: Core capabilities and core rigidities: a paradox in managing new product development. Strateg. Manag. J. 13, 111–125 (1992)CrossRef
25.
Zurück zum Zitat Riek, R.F.: From experience: capturing hard-won NPD lessons in checklist. The J. Prod. Innov. Managem. 18, 301–313 (2001)CrossRef Riek, R.F.: From experience: capturing hard-won NPD lessons in checklist. The J. Prod. Innov. Managem. 18, 301–313 (2001)CrossRef
26.
Zurück zum Zitat Townsend, W.: Innovation and the value of failure. Int. J. Manag. Mark. Res. 3, 75–84 (2010) Townsend, W.: Innovation and the value of failure. Int. J. Manag. Mark. Res. 3, 75–84 (2010)
27.
Zurück zum Zitat Brown, S.L., Eisenhardt, K.M.: Product development: past research, present findings, and future directions. Acad. Managem. Rev. 20, 343–378 (1995) Brown, S.L., Eisenhardt, K.M.: Product development: past research, present findings, and future directions. Acad. Managem. Rev. 20, 343–378 (1995)
28.
Zurück zum Zitat Dutt, H.: Product development categorized as independent strategic and innovative practice, case from Indian manufacturing. Gadjah Mada Int. J. Business 10, 139–159 (2008) Dutt, H.: Product development categorized as independent strategic and innovative practice, case from Indian manufacturing. Gadjah Mada Int. J. Business 10, 139–159 (2008)
29.
Zurück zum Zitat Koen, P.A., Ajamian, G.M., Boyce, S., Clamen, A., Fisher, E., Fountoulakis, S., Johnson, A., Puri, P., Selbert, R.: Fuzzy front end: effective methods, tools and techniques. In: The PDMA Tool Book1 for New Product Development, Chapter 1 (2002). ISBN 0-471-26011-3,5–34. Koen, P.A., Ajamian, G.M., Boyce, S., Clamen, A., Fisher, E., Fountoulakis, S., Johnson, A., Puri, P., Selbert, R.: Fuzzy front end: effective methods, tools and techniques. In: The PDMA Tool Book1 for New Product Development, Chapter 1 (2002). ISBN 0-471-26011-3,5–34.
30.
Zurück zum Zitat Miller, D., Friesen, P.H.: Managing innovation in medical devices. Int. J. Healthcare Technol. Managem. 425–455 (2000) Miller, D., Friesen, P.H.: Managing innovation in medical devices. Int. J. Healthcare Technol. Managem. 425–455 (2000)
31.
Zurück zum Zitat Castiaux, A.: Radical innovation in established organizations: being a knowledge predator. J. Eng. Technol. Managem. 24 (2007) Castiaux, A.: Radical innovation in established organizations: being a knowledge predator. J. Eng. Technol. Managem. 24 (2007)
Metadaten
Titel
Ideas to Concepts Through the Concept Exploration Process
verfasst von
Ananthavalli Ramesh
L. Prakash Sai
Copyright-Jahr
2023
Verlag
Springer Nature Singapore
DOI
https://doi.org/10.1007/978-981-99-0428-0_42

    Marktübersichten

    Die im Laufe eines Jahres in der „adhäsion“ veröffentlichten Marktübersichten helfen Anwendern verschiedenster Branchen, sich einen gezielten Überblick über Lieferantenangebote zu verschaffen.