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.
|Title of host publication||Managing Innovation : Understanding and Motivating Crowds|
|Editors||Alexander Brem, Joe Tidd, Tugrul Daim|
|Place of Publication||London|
|Publication date||Apr 2019|
|Publication status||Published - Apr 2019|
|Series||Series on Technology Management|
Originally published in International Journal of Innovation Management, 19(1), pp. 1–32.