• Journal of Distribution Science
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• v.13 no.8
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• pp.81-90
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• 2015

Purpose - To vitalize a market or develop a new one, companies frequently release new products into the market, often by shortening the time to market, called the release period. This research aims to investigate the purchase intention behavior of consumers in terms of buying new products at the time of product release based on the release speed. Research Design, Data, and Methodology - The research reviews the influence of relative advantage, complexity, and compatibility among innovative attributes of new products, as proposed by Rogers. Moreover, it examines the moderating effect of the innovative new product attributes in terms of speed of obsolescence of old products and how that influences consumer purchase behavior. Additionally, this study tests the research hypotheses using empirical analysis. Results - The analysis demonstrated that the relative predominance (H1) and suitability (H3) of new products had a statistically significant positive influence on new product purchase intention. However, the complexity (H2) of new products had a statistically significant positive influence on new product purchase intention in contrast to its predicted sign (-). The results of the moderating effect of the old product use period were as follows. H4-1 was not supported since the difference between the path coefficients of the group with the low level old product use period and the group with the high level, represented by the relationship of relative predominance and new product purchase intention, was not statistically significant. H5-1 was also not supported since the difference between the path coefficients of the group with the low level of old product use period and the group with the high level, represented by the relationship of complexity and new product purchase intention, was not statistically significant. However, H4-2 was supported since the difference between the path coefficients of the group with the low level of old product use frequency and the group with the high level, represented by the relationship of relative advantage and new product purchase intention was statistically significant. H5-2 was not supported since the difference between the path coefficients of the group with the low level of old product use frequency and the group with the high level, represented by the relationship of complexity and new product purchase intention, was not statistically significant. H6-2 was also not supported since the difference between the path coefficients of the group with the low level of old product use frequency and the group with the high level, represented by the relationship of compatibility and new product purchase intention, was not statistically significant. Conclusion - According to the results, only H4-2 among the hypotheses on the moderating effect of the old product use period and use frequency was statistically significant. Future research should focus on carrying out a detailed review of the hypothesis on the moderating effect of the old product usage period and frequency, find the cause, and connect this to potential new research.

• Proceedings of the Technology Innovation Conference
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• 2005.06a
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• pp.44-68
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• 2005

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.37-43
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• 2001

New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.1-28
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• 2007

The success of new product development is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, market orientation, and competitive environment as the key success factors of new product development. Recently, the role of IT infrastructure in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT infrastructure are lacking. The purpose of this study is to empirically exam the impacts of IT infrastructure on new product competitive advantage. In this study, IT infrastructure is conceptualized as the flexibility of IT infrastructure. Based on previous research, a conceptual model is established by incorporating the direct impact of IT infrastructure flexibility and its indirect impact through the key success factors on new product development. To empirically test the research model, data are surveyed from a pair of IS department and Marketing department of 92 consumer goods manufacturers. By employing PLS technique, the measurement reliability and reliability of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis shows that IT infrastructure flexibility has no direct effect on new product advantage, However, the indirect effect of IT infrastructure is found, which is mediated by marketing capability, manufacturing technical capability, cross-functional integration, and market orientation respectively. Hence, The flexible IT infrastructure increases cross-functional integration (H1), market orientation (H3), marketing capability (H5), and manufacturing technical capability (H6). All success factors of new product development excepts for competitive environment have a positive association with new product competitive advantages (from H10 to H14). Finally, the path from IT infrastructure flexibility to cross-functional integration, to market orientation, to market knowledge capability, and to new product advantage is found as the strongest path. These results indicate that the flexible IT infrastructure enhances information sharing with multiple departments and collaboration within a distributed innovation environment. The collaboration among departments positively affects the level of customer and competitor intelligence. The ability to obtain knowledge about customers and competitors makes firms to adapt to a changing environment quickly and to respond to customers' demands adequately. The flexible IT infrastructure also enhances the capability of organization to more rapidly respond to the changes in product design resulting in faster product development and reduced costs. In addition to, it enhances marketing capability by the two-way communications with customers and the analyses of various kinds of customer data. In brief, the finding of this study suggests that the flexible IT infrastructure allows many firms to pursue sustained new product competitive advantages. This study advances research on IT infrastructure in two important aspects. First, by Integrating marketing research and IS research, this study develops a conceptual model on the role of IT infrastructure in enhancing new product advantage. Second, it empirically finds the indirect impacts of IT infrastructure on new product advantage, which confirms the potential for the IS field to contribute to new product development research. The limitations of this study are also discussed to provide research directions for future research.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.3 no.3
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• pp.67-74
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• 1980

The importance of market segmentation for success in marketing new products cannot be overemphasized. The benefits of new product segmentation are many, particularly when the proper conditions for product segmentation are met. The markets for the new product can be segmented according to demographic, geographic, psychological, and product-related variables and the use of market grids. To be ultimately useful in the successful marketing of the new product, the segmentations must be of sufficient size, related to the firm's capabilities, and quantifiable.

• Knowledge Management Research
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• v.19 no.3
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• pp.63-87
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• 2018

In a rapidly changing technology environment, managing and rearranging the patent portfolios is one of the main sources of competitive advantage for firms. This study analyzes the effects of patent portfolio composition on new product introduction related to resource allocation. This study also looks at the moderating role of rearranging the patent portfolios on new product introduction. Our empirical analysis of the global pharmaceutical industry shows that firms with high-value patent portfolios exhibit a tendency to launch new products, and patent portfolio diversity shows a U-shaped relationship with new product introduction. In addition, the patent portfolio rearrangement positively moderates the relationship between patent portfolio diversity and new product introduction. The results are expected to provide implications for firms' patent portfolio composition and patent portfolio rearrangement related to innovation performance such as new product introduction.

• Korean Management Science Review
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• v.15 no.1
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• pp.13-31
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• 1998

In this paper, we examine the relationship between information type and new product development process. Information that was provided for new product development can be divided into two categories. One was relative information that could be used as a basis for comparison such as patent data. The other was absolute information that must be fulfilled in the new product such as key customers requirements. An experiment was conducted with staffs in an R＆D department in order to analyze the impact of the different information types on the development process of new product. It was found that the group with the absolute information recognized the given information repeatedly, which in turn results in a highly technical idea with good teamwork. The group with the relative information created a superior product with better application, appearance and product efficiency through the frequent refinements of given ideas. This paper concludes with the implications of the results to the new product development process and supporting information systems.

• Journal of Technology Innovation
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• v.24 no.1
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• pp.85-111
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• 2016

This paper examines the effects of prior industry experience, new product attributes and online customer review on new product sales. Different from prior researches on the volume and valence of customer review on online shopping, this paper investigated multiple factors on new product sales in online shopping mall. Based on 407 TV new products in China online shopping mall, we investigated the relationships of kew factors with new products sales. New products of Incumbent TV manufacturers outsell those of new entrants in TV market. Low initial price and low level of discount rate have positive relationships with new product sales. Technological superiority has positive effect on new product sales but the adoptions of new technological functions show different effects on sales. The volume of online consumer review also has positive relationship with new product sales. This paper suggest some theoretical and practical implications and future research directions.

• Journal of Global Scholars of Marketing Science
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• v.16 no.2
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• pp.109-132
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• 2006

A Major aim of this study is to test the hypothesis that there is an association between empowerment, organizational memory, and new product creativity. In addition to exploring these relationships, this study examines the effect of new product creativity on new product performance, and identify the moderating effects of market uncertainty in the relationships between new product creativity and performance. For this purposes, we developed a research model based on the literature reviews of empowerment, organizational memory, market uncertainty, and new product creativity. A total of 121 usable survey responses has been used in the empirical research for foods manufacturing industry. The findings indicate that (1) Empowerment has a positive effect on new product creativity, (2) Organizational memory has a positive effect on new product creativity, (3) New product novelty has a positive effect on new product performance, and (4) Only competition uncertainty has a moderating effects between the new product meaningfulness and performance. The findings have implications for managers wishing to acquire the new product creativity and to better the new product development performance.

• Journal of Distribution Science
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• v.15 no.9
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• pp.95-107
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• 2017

Purpose - In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations' common goals becomes even greater. The purposes of this study are to analyse the effect of supplier's strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology - In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results - As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier's strategy - product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions - This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.