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New product advantage infused by modularity: Do resources make a difference?
Journal of Product Innovation Management ( IF 10.5 ) Pub Date : 2021-07-12 , DOI: 10.1111/jpim.12590
Yazhen Xiao 1 , Haisu Zhang 2
Affiliation  

Given the plethora of new product introductions, managers often embrace modularity (i.e., decompose product or process design into components or sub-tasks, respectively) as part of new product development (NPD). Although modularity increases overall firm performance, a holistic view is missing for the relationship between modularity and new product advantage (i.e., a new product's superiority relative to competing products). In addition, extant research has not examined modularity in juxtaposition with allocated resources, so it is unclear how their interplay will unfold as means to foster new product advantage. Accordingly, by building on resource theories (resource-based view and resource orchestration theory) and extant research on NPD, we bridge the modularity-new product advantage gap in a survey study of managers involved in NPD projects. Overall, we view product modularity and process modularity as NPD capabilities and contrast their roles in NPD. Our findings show that product modularity, rather than process modularity, directly fosters new product advantage. More interestingly, resources form different contingency factors for the two types of modularity to influence new product advantage. Resources allocated to marketing stages constrain product modularity's positive impact, but they create a synergy with process modularity to increase new product advantage. On the contrary, the synergy between resources allocated to technical stages and product modularity generates more benefit for new product advantage, but resources allocated to marketing stages do not have a contingency effect on process modularity. These findings help firms understand how to leverage modularity to develop superior new products. At the same time, they offer insights into allocating and bundling different resources across NPD stages as the range of product modularity and process modularity vary in NPD.

中文翻译:

模块化注入的新产品优势:资源是否有所作为?

考虑到大量新产品推出,管理人员通常将模块化(即,将产品或流程设计分别分解为组件或子任务)作为新产品开发 (NPD) 的一部分。尽管模块化提高了公司的整体绩效,但模块化与新产品优势(即新产品相对于竞争产品的优势)之间的关系缺乏整体观点。此外,现有的研究还没有研究与分配资源并置的模块化,因此尚不清楚它们的相互作用将如何作为培养新产品优势的手段展开。因此,通过建立在资源理论(基于资源的观点和资源编排理论)和现有的 NPD 研究的基础上,我们在参与 NPD 项目的经理的调查研究中弥合了模块化-新产品优势的差距。总的来说,我们将产品模块化和流程模块化视为 NPD 能力,并对比它们在 NPD 中的作用。我们的研究结果表明,产品模块化,而不是流程模块化,直接促进了新产品的优势。更有趣的是,资源对两种模块化构成了不同的权变因素,影响了新产品的优势。分配给营销阶段的资源限制了产品模块化的积极影响,但它们与流程模块化产生了协同作用,以增加新产品的优势。相反,分配到技术阶段的资源和产品模块化之间的协同作用对新产品优势产生更多的好处,但分配到营销阶段的资源对过程模块化没有权变效应。这些发现有助于公司了解如何利用模块化来开发卓越的新产品。同时,它们提供了在 NPD 阶段分配和捆绑不同资源的见解,因为 NPD 中的产品模块化和流程模块化范围各不相同。
更新日期:2021-08-19
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