Is ‘Cutting-Edge’ Good? Assessing Product Newness Factors in Technologically Turbulent Environments

IF 1.7 4区管理学 Q3 BUSINESS

Research-Technology Management Pub Date : 2023-06-26 DOI:10.1080/08956308.2023.2210054

M. Obal, Todd Morgan, Wesley Friske

引用次数: 0

Abstract

Abstract Overview: Firms are constantly faced with the dilemma of developing products that are both cutting edge and also easily understood by customers. Customers may reject products that diverge too much from prior generations of products, but products that are too similar to prior products may not stand out. We analyzed 423 firms to better understand how both product newness to the firm and product newness to the customer impact NPD performance in varying environments. Our findings highlight that firms are generally effective at innovating on their own, but customers need some turbulence to adopt new innovations that are dissimilar to their prior usage experiences. Firms should continue to innovate and be ready when a turbulent environment provides innovative opportunities.

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“前沿”好吗?在技术动荡的环境中评估产品新颖性因素

摘要概述:企业不断面临着开发既前沿又容易被客户理解的产品的困境。消费者可能会拒绝与前几代产品差异太大的产品，但与前几代产品过于相似的产品可能不会脱颖而出。我们分析了423家公司，以更好地了解在不同环境下，公司和客户的产品新颖性如何影响NPD绩效。我们的研究结果强调，企业通常在自主创新方面是有效的，但客户需要一些动荡来采用与他们之前的使用体验不同的新创新。企业应该继续创新，并在动荡的环境提供创新机会时做好准备。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Research-Technology Management 管理科学-工程：工业

CiteScore

3.90

自引率

13.60%

发文量

审稿时长

>12 weeks

期刊介绍： RTM is the leading peer-reviewed journal focused on the practice of innovation. We publish articles that map the cutting edge in R&D management, illustrate how management theory can be applied to real-world challenges, and give R&D managers the tools to promote innovation throughout their organizations. RTM publishes both quantitative and rigorous qualitative work, including case studies, descriptions of new practical models, and paradigms for understanding and fostering innovation. We are interested in a wide range of topics in innovation and technology management, including: • Product development processes and strategy • R&D portfolio management • R&D performance metrics • Management of technical and creative people • Strategy and innovation • Global innovation • Innovation and design, including design thinking • Innovation and organizational culture • Innovation and sustainability across the triple bottom line • New modes of innovation, including business model innovation, corporate entrepreneuring/intrapreneuring, and various forms of open innovation • Intellectual asset management • Innovations of manufacturing, including Industry 4.0 • Security, ethical, and legal challenges associated with emerging technologies and innovation nodes • Emerging trends reshaping R&D and innovation into the future