UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS

Arch G. Woodside; Günter Specht; Hans Mühlbacher; Clas Wahlbin

doi:10.1016/S1069-0964(04)13006-8

Login

Welcome:
Guest

Search for:

Browse:

Product Information:

Resources:

Advances in Business Marketing and Purchasing

ISSN: 1069-0964
Series editor(s): Professor Arch Woodside

Subject Area: Marketing

Content: Series Volumes | Current Volume RSS

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Document request:
UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS

Document Information:
Title:	UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS
Author(s):	Arch G. Woodside, Günter Specht, Hans Mühlbacher, Clas Wahlbin
Volume:	13 Editor(s): Arch G. Woodside ISBN: 978-0-76231-159-0 eISBN: 978-1-84950-311-2
Citation:	Arch G. Woodside, Günter Specht, Hans Mühlbacher, Clas Wahlbin (2005), UPSTREAM AND DIRECT INFLUENCES ON NEW PRODUCT PERFORMANCE IN EUROPEAN HIGH-TECH INDUSTRIAL FIRMS, in Arch G. Woodside (ed.) Managing Product Innovation (Advances in Business Marketing and Purchasing, Volume 13), Emerald Group Publishing Limited, pp.725-780
DOI:	10.1016/S1069-0964(04)13006-8 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	This paper examines three issues. First, do multiple possible paths to high versus low new product performance (NPP) occur among European, high-tech, industrial manufacturing firms? Second, what are the upstream influences on high NPP? For example, what background factors affect the levels of the KSFs? Third, do consistent country-level differences occur among Austrian, German, and Swedish executives in their evaluations of antecedents and high-tech NPP? To probe these issues, a total of 771 chief operating officers and project managers participated in face-to-face long interviews (McCracken, 1988) covering 241 less and 264 more successful than average industrial NPD projects. The empirical findings support the propositions that: (1) multiple paths lead to high versus low NPP; (2) unique antecedent variables affect the KSFs for high NPP; and (3) for several upstream and direct influences, consistent national differences occur among executives’ assessments of NPP. A key implication of the study for NPD executives is to recognize the possibility of alternative paths leading to successful NPD.