Internationalisation of New Product Development and Research & Development: Results from a Multiple Case Study on Companies with Innovation Processes in Germany and India

Alexander Brem, Florian Freitag

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

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.
Original languageEnglish
Title of host publicationManaging Innovation : Understanding and Motivating Crowds
EditorsAlexander Brem, Joe Tidd, Tugrul Daim
Place of PublicationLondon
PublisherWorld Scientific
Publication dateApr 2019
Pages27-57
Chapter2
ISBN (Print)9781786346483
ISBN (Electronic)9781786346490
DOIs
Publication statusPublished - Apr 2019
SeriesSeries on Technology Management
Volume34
ISSN0219-9823

Bibliographical note

Originally published in International Journal of Innovation Management, 19(1), pp. 1–32.

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