Skip to main content
SpringerLink
Log in

Global New Product Development

  • Chapter
  • First Online:
Technology Development

Part of the book series: Innovation, Technology, and Knowledge Management ((ITKM))

  • 923 Accesses

Globalization

In the age of ubiquitous internet bandwidth, the development of a global market, coupled with rapid development of what once were underdeveloped countries and regions has led to many companies thinking and acting globally. This phenomenon has brought many new challenging facets of globalization to the surface in today’s business world. These new challenges have to be managed effectively to succeed in the rapidly changing world. The areas of Technology Management and New Product Development have long been a significant area of interest for academic researchers and corporations, for fairly obvious reasons. New products are the key to continued profitable existence and growth for companies and exceptional versus ordinary technology management can be the difference between thriving and extinction. A perceived trend in new product development has become more prevalent in recent times; the trend of globalization of the development process. Stemming from efforts to develop better products faster, cheaper, and with greater market success, companies have looked to globalize their product development efforts. If a corporation is to start a global product development strategy, other more general issues in management related to management of technology in general must also be considered and understood to have a reasonable chance of success. This chapter will focus heavily on New Product Development in a global context while also addressing some larger issues related to Global Technology Management. Specifically this text will include (1) An overview of recent articles on Global New Product Development a framework to access the motivations and reasons to proceed on New Product Development Globalization Method as well as an assessment on the effectivity of its implementation; (2) an overview of articles on some aspects of Technology Management in a global context and a framework to evaluate addressing potential issues in this arena; (3) A review of a few product development cases at Xerox, a large multinational corporation who has globalized some of their product development efforts, and an evaluation of these case studies with the frameworks that have been created. The end result of this exercise will be an evaluation of current practice related to Global New Product development at Xerox, more specifically products with design responsibility residing at the Wilsonville, Oregon site, and identification of gaps between current practice and best practices identified through papers published in academia. Additionally, a discussion touching on the more generalized issues that can become relevant to global technology management in general will also be presented.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  1. Santos J, Doz Y, Williamson P (2004) Is your innovation process global? MIT Sloan Manage Rev 45(4 (Summer)):31–37

    Google Scholar 

  2. Eppinger SD, Chitkara AR (2006) The new practise of global product development. MIT Sloan Manage Rev 47(4 (Summer)):22–30

    Google Scholar 

  3. von Zedtwitz M, Gassmann O (2002) Market versus technology drive in R&D internationalization: four different patterns of managing research and development. Res Policy 31(4):569–588

    Article  Google Scholar 

  4. Kuei C-h, Madu CN, Lin C (2011) Developing global supply chain quality management systems. Int J Prod Res 49(15):4457–4481

    Article  Google Scholar 

  5. Subramaniam M, Rosenthal S, Hatten K (1998) Global new product development processes: preliminary findings and research. J Manage Stud 35(6):773–796

    Article  Google Scholar 

  6. Washburn NT, Hunsaker BT (2011) Finding great ideas in emerging markets. Harv Bus Rev 89(9/10):115–120

    Google Scholar 

  7. Bradley F, Meyer R, Gao Y (2006) Use of supplier-customer relationships by SMEs to enter foreign markets. Ind Market Manage 35(6):652–665

    Article  Google Scholar 

  8. Jones GK, Teegen HJ (2003) Factors affecting foreign R&D location decisions: management and host policy implications. Int J Technol Manage 25(8):791

    Article  Google Scholar 

  9. Ronstadt RC (1978) International R&D: the establishment and evolution of research and development abroad by seven U.S. multinationals. J Int Bus Stud 9(1):7–24

    Article  Google Scholar 

  10. Kuemmerle W (1999) The drivers of foreign direct investment into research and development: an empirical investigation. J Int Bus Stud 30(1):1–24

    Article  Google Scholar 

  11. Richard F (1997) The globalization of R&D: Results of a survey of foreign-affiliated R&D laboratories in the USA. Res Policy 26(1):85–103

    Article  Google Scholar 

  12. Stalk G Jr (2006) The costly secret of China sourcing. Harv Bus Rev 84(2):64–66

    Google Scholar 

  13. Dilts DM, Pence KR (2006) Impact of role in the decision to fail: an exploratory study of terminated projects. J Oper Manage 24(4):378–396

    Article  Google Scholar 

  14. Wadhwa V, Gereffi G, Rissing B, Ong R (2007) Where the engineers are. SSRN eLibrary

    Google Scholar 

  15. Von Zedtwitz M, Ikeda T, Li G, Carpenter R, Hämäläinen S (2007) Managing foreign R&D in China. Res Technol Manage 50(3):19–27

    Google Scholar 

  16. Tripathy A, Eppinger SD (2011) Organizing global product development for complex engineered systems. IEEE Trans Eng Manage 58(3):510–529

    Article  Google Scholar 

  17. Lai H-C, Shyu JZ (2005) A comparison of innovation capacity at science parks across the Taiwan Strait: the case of Zhangjiang High-Tech Park and Hsinchu Science-based Industrial Park. Technovation 25(7):805–813

    Article  Google Scholar 

  18. Gobble MM, Gwynne P (2011) Malaysia seeks economic success based on science and technology. Res Technol Manage 54(5):2–3

    Article  Google Scholar 

  19. Martin R, Sunley P (2003) Deconstructing clusters: chaotic concept or policy panacea? J Econ Geogr 3(1):5–35

    Article  Google Scholar 

  20. Fallah MH (2005) Technology clusters and innovation. Curr Iss Technol Manage Stevens Alliance Technol Manage 9(9):1–4

    Google Scholar 

  21. Engel JS, del-Palacio I (2011) Global clusters of innovation: the case of Israel and the Silicon Valley. Calif Manage Rev 53:27–49

    Article  Google Scholar 

  22. Lecocq C, Leten B, Kusters J, Looy BV (2009) Do firms benefit from being present in technology clusters? Evidence from a panel of biopharmaceutical firms. SSRN eLibrary

    Google Scholar 

  23. Madsen AN, Andersen PD (2010) Innovative regions and industrial clusters in hydrogen and fuel cell technology. Energy Policy 38(10):5372–5381

    Article  Google Scholar 

  24. Porter ME, Stern S (2001) Innovation: location matters (cover story). MIT Sloan Manage Rev 42(4 (Summer)):28–36

    Google Scholar 

  25. Chesbrough HW (2003) The era of open innovation. MIT Sloan Manage Rev 44(3 (Spring)):35–41

    Google Scholar 

  26. Nohria N, Huston L, Brown JS, Hagel J III, Lipman-Blumen J, Premji A (2005) Feed R&D—or farm it out? Harv Bus Rev 83:17–28

    Google Scholar 

  27. van de Vrande V, Vanhaverbeke W, Duysters G (2011) Additivity and complementarity in external technology sourcing: the added value of corporate venture capital investments. IEEE Trans Eng Manage 58(3):483–496

    Article  Google Scholar 

  28. Arndt M (2009) The year in innovation. BusinessWeek.com: 7

    Google Scholar 

  29. Arruñada B, Vázquez XH (2006) When your contract manufacturer becomes your competitor. Harv Bus Rev 84(9):135–144

    Google Scholar 

  30. Kim JP, Hamza K, Saitou K (2009) Optimal outsourcing for intellectual property protection and production cost minimization. In IEEE International Symposium on Assembly and Manufacturing, 2009. ISAM 2009:124–129

    Google Scholar 

  31. Farrell D (2006) Smarter offshoring. Harv Bus Rev 84(6):84–92

    Google Scholar 

  32. Prahalad CK, Hamel G (1990) The core competence of the corporation. Harv Bus Rev 68(3):79–91

    Google Scholar 

  33. Hoecht A, Trott P (2006) Outsourcing, information leakage and the risk of losing technology-based competencies. Eur Bus Rev 18(5):395–412

    Article  Google Scholar 

  34. Kleinschmidt EJ, de Brentani U, Salomo S (2007) Performance of global new product development programs: a resource-based view. J Prod Innov Manage 24(5):419–441

    Article  Google Scholar 

  35. Larry Y (2007) Measuring the culture of innovation. MIT Sloan Manage Rev 48(4 (Summer)):7

    Google Scholar 

  36. Bulkeley WM (2001) Xerox to sell some plants to flextronics. Wall Street J Eastern Ed 238(66):B6

    Google Scholar 

  37. Xerox shifts 600 jobs to India firm [Online]. http://pqasb.pqarchiver.com/democratandchronicle/access/2380526151.html?FMT=ABS&FMTS=ABS:FT&date=Jun+21%2C+2011&author=Matthew+Daneman&pub=Rochester+Democrat+and+Chronicle&edition=&startpage=n%2Fa&desc=Xerox+shifts+600+jobs+to+India+firm. Accessed 14 Nov 2011

  38. Nayar V (2010) Employees first, customers second. Chief Learn Officer 9(10):20–23

    Google Scholar 

  39. Kersnar J (2011) Outsourcing matures, slowly. CFO 27(2):39–40

    Google Scholar 

  40. Zirpoli F, Becker MC (2011) What happens when you outsource too much? MIT Sloan Manage Rev 52(2 (Winter)):59–64

    Google Scholar 

  41. Bidault F, Castello A (2010) Why too much trust is death to innovation. MIT Sloan Manage Rev 51(4 (Summer)):33–38

    Google Scholar 

  42. Cummings JN (2004) Work groups, structural diversity, and knowledge sharing in a global organization. Manage Sci 50(3):352–364

    Article  Google Scholar 

  43. Boudreau KJ, Lakhani KR (2009) How to manage outside innovation. MIT Sloan Manage Rev 50(4 (Summer)):69–76

    Google Scholar 

  44. Xerox CiPress 500 Production Inkjet System: Product Detail—Buyers Lab Advisor [Online]. http://www.buyerslab.com/Advisor/Products/60824/Xerox/CiPress-500-Production-Inkjet-System. Accessed 12 Nov 2011

  45. Sampson RC (2005) Experience effects and collaborative returns in R&D alliances. Strategic Manage J 26(11):1009–1031

    Article  Google Scholar 

  46. Bradsher K (2010) On clean energy, china skirts rules. The New York Times (September)

    Google Scholar 

  47. Haley UCV, Haley GT (2008) Subsidies and the China price. Harv Bus Rev 86(6):25–26

    Google Scholar 

  48. SolarWorld leads charge against China trade practices|Sustainable Business Oregon [Online]. http://www.sustainablebusinessoregon.com/articles/2011/10/solarworld-leads-charge-against-china.html. Accessed 21 Oct 2011

  49. Maier R (2011) House passes Leahy-Smith America Invents Act; US poised to move to a first-inventor-to-file system, adopt other changes to patent laws. Intellect Property Technol Law J 23(10):13–17

    Google Scholar 

  50. Patent Office, China Deepen Cooperation (2011) Chem Eng News 89(31): 30

    Google Scholar 

  51. Fletcher O, Dean J, Qi S (2011) Ballmer bares China travails. Wall Street J Eastern Ed 257(123):B1–B2

    Google Scholar 

  52. Bhatia V, Carey G (2007) Patenting for profits. MIT Sloan Manage Rev 48(4 (Summer)):15–16

    Google Scholar 

  53. Chapman JC, Ji L (2011) A brave new world: technology transfer to China. Licensing J 31(8):5–11

    Google Scholar 

  54. Roy S, Sivakumar K (2011) managing intellectual property in global outsourcing for innovation generation. J Prod Innov Manage 28(1):48–62

    Article  Google Scholar 

  55. Monalisa M, Daim T, Mirani F, Dash P, Khamis R, Bhusari V (2008) Managing global design teams. Res Technol Manage 51(4):48–59

    Google Scholar 

  56. Amaral J, Parker G (2008) Prevent disasters in design outsourcing. Harv Bus Rev 86(9):30–34

    Google Scholar 

  57. Berry GR (2011) Enhancing effectiveness on virtual teams. J Bus Commun 48(2):186–206

    Article  Google Scholar 

  58. den Otter A, Emmitt S (2007) Exploring effectiveness of team communication: balancing synchronous and asynchronous communication in design teams. Eng Construct Arch Manage 14(5):408–419

    Google Scholar 

  59. Berry G (2006) Can computer-mediated, asynchronous communication improve, team processes and decision making? J Bus Commun 43(4):344–366

    Article  Google Scholar 

  60. Guo Z, D’Ambra J, Turner T, Zhang H (2009) Improving the effectiveness of virtual teams: a comparison of video-conferencing and face-to-face communication in China. IEEE Trans Profess Commun 52(1):1–16

    Article  Google Scholar 

  61. Sakakibara K (1995) Global new product development: the case of IBM notebook computers. Harv Bus Rev 6(2 (Summer)):25–40

    Google Scholar 

  62. Bailey P (2010) Chess moves. T+D 64(12):56–61

    Google Scholar 

  63. Sarker S, Ajuja M, Sarker S, Kirkeby S (2011) The role of communication and trust in global virtual teams: a social network perspective. J Manage Inform Syst 28(1 (Summer)):273–309

    Article  Google Scholar 

  64. Anawati D, Craig A (2006) Behavioral adaptation within cross-cultural virtual teams. IEEE Trans Profess Commun 49(1):44–56

    Article  Google Scholar 

  65. Rutkowski A-F, Saunders C, Vogel D, van Genuchten M (2007) ‘Is it already 4 a.m. in your time zone?’ Focus immersion and temporal dissociation in virtual teams. Small Group Res 38(1):98–129

    Article  Google Scholar 

  66. Montoya MM, Massey AP, Hung Y-TC, Crisp CB (2009) Can you hear me now? Communication in virtual product development teams. J Prod Innov Manage 26(2):139–155

    Article  Google Scholar 

  67. Oertig M, Buergi T (2006) The challenges of managing cross-cultural virtual project teams. Team Perform Manage 12(1/2):23–30

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Nike, Inc., Beaverton, OR, USA

    Russell Watt

Authors
  1. Russell Watt
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Russell Watt .

Editor information

Editors and Affiliations

  1. Engineering and Technology Management, Portland State University, Portland, Oregon, USA

    Tugrul U. Daim

  2. Intel Corporation, Hillsboro, Oregon, USA

    Ramin Neshati

  3. Nike, Inc., Beaverton, Oregon, USA

    Russell Watt

  4. Tri Quint Semiconductos, Hillsboro, Oregon, USA

    James Eastham

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Watt, R. (2014). Global New Product Development. In: Daim, T., Neshati, R., Watt, R., Eastham, J. (eds) Technology Development. Innovation, Technology, and Knowledge Management. Springer, Cham. https://doi.org/10.1007/978-3-319-05651-7_11

Download citation

Publish with us

Policies and ethics

Search

Navigation