W.G. Biemans

USER AND 3RD-PARTY INVOLVEMENT IN DEVELOPING MEDICAL EQUIPMENT INNOVATIONS

Abstract The development of innovations is increasingly portrayed as a dynamic interplay between two or more actors. This started with the seminal work of von Hippel concerning the role of users during the initial stages of the development cycle. Subsequent studies by numerous academics demonstrated the relevance of continuous interaction between the manufacturer and potential users. Swedish researchers, in particular, elaborated on the concept of manufacturer-user interaction by focusing on networks consisting of a number of different parties linked together by means of interactive relationships. However, most of the work in this area tends to be of a theoretical and conceptual nature. The research presented in this paper was designed especially to remedy this situation by studying the actual functioning of individual firms within such networks. The empirical data provided by the Dutch medical equipment industry describe the distribution of innovation across manufacturers, users and various third parties. The evidence points to the relevance of interacting with both potential users and various third parties. Nevertheless, essential differences exist between the interaction with both types of cooperation partners. A detailed case description furnishes substantial insight into the intricacies and pitfalls of developing industrial innovations within complex networks.

The relationship between internal and external cooperation: literature review and propositions

Over time, the management literature has paid much attention to the topic of cooperation. The literature on cooperation can be divided into two broad parts, with one part focusing on cooperation within organizations (internal cooperation) and another addressing cooperation between organizations (external cooperation). Surprisingly, only little attention has been devoted to the relationship between internal and external cooperation, while there are clear indications that both types of cooperation are related. This article explores the nature of the relationship between internal and external cooperation by looking for clues in the existing literature on both types of cooperation as well as related subjects. We classify the findings of our literature review into five perspectives on the relationship between internal and external cooperation: (1) the involvement of both internal and external partners, (2) communication patterns, (3) organizational learning, (4) organizational norms and (5) internal cooperation as a coordination mechanism for external cooperation. Next, we compare the various perspectives and conclude by describing how these perspectives might be used for fruitful future investigations into the link between internal and external cooperation.

Modeling innovation, manufacturing, diffusion and adoption/rejection processes

Purpose – Seeks to advocate adopting the comparative case study method and system dynamics modeling to inform theory and to prescribe executive actions for successfully managing new products built using radically new technologies.Design/methodology/approach – Reviews NPD theory and research on the dynamic processes including feedback loops and the hidden demons (hard to identify weak linkages that have large downstream impacts) in radically new innovation, manufacturing, diffusion and adoption/rejection processes; examines the IMDAR process model (innovation‐manufacturing‐diffusion‐adoption/rejection) of new products.Findings – Several alternative routes of tacit and explicit interorganizational behaviors and decisions lead to NPD successes and failures; while executives believe surveys identifying specific factors are important particularly for NPD success, none of these factors is necessary or sufficient by itself for explaining success – specific cases of NPD success occur in the absence of any one of ...

Overcoming the barriers to market‐oriented product development

Discusses the concept of market‐oriented product development and describes the extent to which a number of Danish food companies and Dutch manufacturers of medical equipment were market oriented in developing new products. The results are combined with the current product development literature to identify the major barriers that prevent managers from capitalizing on existing normative results regarding market‐oriented product development. Concludes with major implications for both researchers and practitioners.

Involving Purchasing in New Product Development

Purchasing is evolving into a strategic business activity and thus also a potential contributor to the successful development of new products. However, the literature on the involvement of purchasing in new product development (NPD) is sorely lacking. We conducted an exploratory study to investigate purchasings involvement in NPD, the drivers of this involvement and the influence on new product success. We conducted telephone interviews with purchasing and NPD managers from 43 firms. The results show that firms differ in the extent to which they involve purchasing in NPD and that higher involvement has a positive effect on NPD performance. R&D managers can use the results to design a more effective purchasing-R&D interface and increase the success of NPD.

What Makes Product Development Market Oriented? Towards a Conceptual Framework

While there is quite some literature on the relationship between market orientation and product development, it is still unclear what market-oriented product development really is. In this article the authors present a conceptual framework detailing the elements of market-oriented product development and the relationships between these elements. More specifically, market-oriented product development is conceptualised as a combination of specific capabilities and market information processing activities. These capabilities encapsulate the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behaviour in product development and improve this market learning behaviour. As such it is argued that market-oriented product development may be regarded as an organisational learning capability.

Designing the marketing‐sales interface in B2B firms

Purpose – This paper explores the marketing‐sales interface in Dutch and Slovenian B2B firms.Design/methodology/approach – The study included 11 Dutch firms and ten Slovenian firms, with both samples as closely matched as possible. The firms were all manufacturers of physical products that operate internationally, but varied in terms of size and industry. Personal interviews with respondents from both marketing and sales were conducted, followed by interviews of a semi‐structured format.Findings – In some firms it was difficult to identify the marketing‐sales interface. For instance, in small firms marketing and sales would frequently be combined in one individual.Research limitations/implications – Since the paper is based on an exploratory investigation of 11 Dutch firms and ten Slovenian firms, the findings are only indicative. Follow‐up research might investigate a larger sample, different industries or different economic contexts. In addition, future research might study the relationship between mark...

A picture paints a thousand numbers: a critical look at B2B product development research

Research into new product development (NPD) has grown steadily over the last couple of decades. The current body of NPD research displays a distinct methodological bias and consists mostly of either large‐scale quantitative questionnaires or small qualitative investigations that are often anecdotal. But a closer look at NPD practice reveals that NPD research needs to re‐invent itself by using more complex research designs and addressing new research questions that look at complex NPD issues in a broad organizational context. This paper argues that the reality of NPD practice requires a methodological make‐over of NPD research, with more emphasis on interpretive research methods and complex multi‐informant/multi‐organization research designs. Such improved NPD research leads to richer results that significantly advance our understanding of NPD and close the gap between NPD research and practice.

Organizational networks: Toward a cross-fertilization between practice and theory

Abstract Sweeping changes in the global marketplace have caused firms to restructure their organizations. In an increasing number of firms this has led to the development of a network organization. This article presents a brief survey of various disciplines that have come to use network concepts as part of their repertoire, such as sociology, economics, industrial marketing and purchasing. From this survey we conclude that there exists a gap between academic research and management practice. There is a need for a more practitioner-oriented approach. The main part of the article discusses TeamNet Tools, a management-oriented, integrated set of concepts, tools, and software designed to develop and manage networks, and thus bridging part of the gap between theory and practice. TeamNet Tools revolves around boundary crossing teamnets that can exist at different levels, such as small teams or strategic alliances. The discussion focuses on the main elements of TeamNet Tools and offers a critical analysis. The article concludes with the observation that, in addition to consultancy-based efforts such as TeamNet Tools, further knowledge and understanding about networks can only be achieved through true cross-fertilization between theory and practice. This requires the initiation of systematic research on questions that are relevant to practitioners, leading to an accepted body of network theory based on tested hypotheses.

Dealing with downstream customers: an exploratory study

Purpose – In B2B markets, the demand for a suppliers products is derived from demand further down the supply chain. This complexity poses several challenges for B2B firms, especially when they are located near the beginning of a supply chain. This study aims to investigate to what extent firms near the beginning of the supply chain are oriented towards downstream customers, the problems they encounter in extending their market orientation to include downstream customers, and how they deal with these problems.Design/methodology/approach – This study uses an exploratory research method. It is based on in‐depth interviews with 31 managers from 21 upstream suppliers.Findings – The findings suggest that firms are aware of the importance of downstream customers, but frequently fail to establish effective relationships with them. The paper identifies several barriers that hamper an orientation on downstream customers and shows how firms may deal with these barriers.Research limitations/implications – The paper ...