New product and service development is the lifeblood of any enterprise. Beyond the obvious need for organizations to innovate in order to compete, embedded in any new product development (NPD) program are knowledge, technological expertise, and the social networks that convert these capabilities into marketable offerings. Recent research has focused on the NPD as dynamic and iterative, as opposed to linear. The pressure to reduce costs is forcing many companies to outsource operations. On the one hand, outsourcing may create gaps in the product development value chain; on the other, it exposes product teams to new ideas and expands the "community of practice." How will this trend affect NPD in the long run?
This volume showcases the research of teams from the Grenoble Management School’s Learning and Innovation in Networks and Communities Lab, the European Commission’s MATRI project, and Stanford University's Walter H. Shorenstein Asia-Pacific Research Center, among others, to explore the dynamics of NPD in today’s global environment. Presenting case studies from such industries as semiconductors, biotechnology, and information technology, and drawing from a variety of theoretical perspectives, including technology and knowledge management, sociology, economic geography, and organizational behavior, the authors highlight critical success and failure factors in NPD.