TY - CHAP
T1 - Internationalisation of New Product Development and Research & Development
T2 - Results from a Multiple Case Study on Companies with Innovation Processes in Germany and India
AU - Brem, Alexander
AU - Freitag, Florian
N1 - Originally published in International Journal of Innovation Management, 19(1), pp. 1–32.
PY - 2019/4
Y1 - 2019/4
N2 - A rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand Indias different expectations regarding NPD and adjust their practices accordingly.
AB - A rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand Indias different expectations regarding NPD and adjust their practices accordingly.
U2 - 10.1142/9781786346551_0003
DO - 10.1142/9781786346551_0003
M3 - Book chapter
SN - 9781786346483
T3 - Series on Technology Management
SP - 27
EP - 57
BT - Managing Innovation
A2 - Brem, Alexander
A2 - Tidd, Joe
A2 - Daim, Tugrul
PB - World Scientific
CY - London
ER -