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Purchase$ 41.95In union lies strength: Collaborative competence in new product development and its performance effects Original Research Article Journal of Operations Management, Volume 27, Issue 4, August 2009, Pages
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$ 41.95
Anant A. Mishra, Rachna Shah
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Abstract | Figures/Tables | References
Abstract
It is widely recognized that new product development (NPD) is a highly interdependent process, yet efforts to empirically model the interdependence and examine its effect on firm
performance are scarce. Our study addresses this research gap. We model firms’s taobilitie
collectively collaborate with suppliers, customers, and internal employee teams in NPD as collaborative competence and examine its impact on project and market performance. Using responses collected from 189 NPD managers, we find empirical evidence for collaborative competence and its differential impact on project and market performance. Specifically, we find that collaborative competence has a direct impact on project performance, but its impact on market performance is indirect, mediated through project performance. The results have significant managerial implications; achieving superior market performance from inter- and intra-organizational involvement is contingent on achieving superior project performance, and companies that fail to achieve desired project performance outcomes will also fail in achieving market performance goals.
Article Outline
Introduction
Collaboration in NPD
Hypothesis development
Impact on project performance
Impact on market performance
Relationship between project performance and market performance
Methods
Sample
Measures
Collaborative practices
Collaborative competence
NPD performance measures
Control variables
Results
Measurement model results
Collaborative practices
Performance measures
Structural model
Discussion and conclusion
Future research and limitations Appendix A. Measures References
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