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|Title: ||Characteristics of a successful new product development process for UK automotive component suppliers|
|Authors: ||Story, Vicky|
New product development
|Issue Date: ||1998|
|Publisher: ||© Victoria M. Story|
|Abstract: ||While previous research describes a broad set of factors that discriminate between
new product success and failure, both the study findings and the models developed
have tended to be very general. This has made it difficult for those involved in NPD
to apply the lessons presented - "they are unable to relate them directly to their own
situation" (Craig & Hart, 1992: 38). However, the way companies undertake the
process activities during the development and launch of a new product has regularly
been identified as being critical to the outcome of the NPD project (Booz et al, 1982;
Cooper, 1979,1980,1990; Crawford, 1984; Maidique & Zirger, 1984).
This research fills a gap in the literature by explicitly focusing on the internal NPD
process activities and project organisation within one industry, the Automotive
Components Industry. The contribution of the research is to identify the critical
success factors for the NPD process within Automotive Component firms, confirm
whether different dimensions of success exist for this industry and identify whether
the antecedents of successful NPD differ depending on the dimensions of success.
A model was developed, which was then tested using a six page postal questionnaire
sent out to UK automotive component suppliers. 76 completed questionnaires were
collected from 66 firms.
After a careful reliability and validity analysis of the measures used in the survey, a multiple regression analysis was undertaken to identify the critical success factors for
each of the dimensions of success.
The findings from this research validate many ideas presented in the NPD literature.
However, what is evident from this research is that new product success dimensions
can not be treated together, and that average models can be misleading. This may
well have made it difficult for practitioners to relate the findings of previous studies to
their specific development situations and could begin to explain why, despite all the
research that has been undertaken in this area, failure rates are still so high.|
|Description: ||A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University.|
|Appears in Collections:||PhD Theses (Business)|
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