Enhancing Dynamic Capability of New Product Development Teams in Responding to Shifting Business Environment
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Published:
Jul 4, 2017
Keywords:
Dynamic capability New Product Development Teams
Main Article Content
Abstract
New product development (NPD) teams, so called cross-functional teams, consist of members who have different skills and professions that support one another to succeed in new product projects. All members jointly work at each stage of the product development process, starting from searching for market needs to introducing goods and services into target markets. This type of team is very important for organizations that creatively produce new physical goods and services in order to enhance competitive advantages for the business. Enhancing dynamic capability of all team members enables NPD teams to adjust themselves in both internal and external environments that keep changing all the time.
The objective of this article is to review the literature relating to the components of dynamic capability and introduce ways to increase the level of this capability of NPD team members in using external resources with the highest effectiveness. In addition, the content of this article includes the benefits of the improved dynamic capability for the capacity of NPD teams, the new product projects, and the process of product development.
Keywords: 1) Dynamic capability 2) New Product Development Teams
Article Details
How to Cite
[Chonlatis Darawong] ช. ด. (2017). Enhancing Dynamic Capability of New Product Development Teams in Responding to Shifting Business Environment. Journal of Business, Innovation and Sustainability (JBIS), 12(1), 22–31. retrieved from https://so02.tci-thaijo.org/index.php/BECJournal/article/view/56777
Section
บทความวิชาการ (Academic article)
References
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17. Pavlou, P. A. and Sawy, O. A. E. (2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239-273.
18. Pfeffer, J. and Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. CA: Standford University Press.
19. Pimsawadi, L. (2008). Dynamic capabilities and distinctive competencies: A basic concept of strategic plan leading the organization to sustainable competition in the era of knowledge society. Executive Journal, 28(3), 34-38.
20. Rothaermel, F. T. and Hess, A. M. (2007). Building dynamic capabilities: Innovation driven by individual-, firm-, network-level effects. Organization Science, 18(6), 898-921.
21. Sinkula, J. M. (1994). Market information processing and organizational learning. Journal of Marketing, 58(1), 35-45.
22. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
23. Teece, D. J., Pisano, G. and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
24. Unger, D. and Eppinger, S. (2010). Improving product development process design: A method for managing information flows, risks, and iterations. Journal of Engineering Design, 22(10), 1-11.
25. Verona, G. (1999). A resource-based view of product development. Academy of Management Review, 24(1), 132-142.
26. Zahra, S. A. and George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185-203.
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28. Zollo, M. and Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organizational Science, 13(2), 339-351.
2. Atuahene-Gima, K. and Li, H. (2004). Strategic decision comprehensiveness and new product development outcomes in new technology ventures. Academy of Management Journal, 47(4), 583-597.
3. Cobb, C. L., Agogino, A. M., Beckman, S. L. and Speer, L. (2008). Enabling and characterizing twenty-first century skills in new product development teams. International Journal of Engineering Education, 24(2), 420-433.
4. Cohen, W. M. and Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
5. Crowston, K. and Kammerer, E. E. (1998). Coordination and collective mind in software requirements development. IBM System Journal, 37(2), 227-245.
6. Darawong, C. (2015). Enhancing absorptive capacity of new product development teams for Thai SMEs. Journal of Business, Economics and Communications, 10(1), 4-41.
7. Darawong, C, Ruangrob, A. and Apirattanapimolchai, A. (2014). Cross-functional communication and new product development outcomes. Sripatum Chonburi Journal, 11(2), 1-8.
8. Eisenhardt, K. M. and Galunic, D. C. (2000). Coevolving: At last, a way to make synergies work. Harvard Business Review, 78(1), 91-101.
9. Flatten, T. C., Engelen, A., Zahra, S. A. and Brettel, M. (2011). A measure of absorptive capacity: Scale development and validation. European Management Journal, 29(2), 98-116.
10. Galunic, D. C. and Rodan, S. (1998). Resource recombinations in the firm: Knowledge structures and the potential for schumpeterian innovation. Strategic Management Journal, 19(12), 1193-1201.
11. Helfat, C. E. and Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. Strategic Management Journal, 24(10), 997-1010.
12. Hurley, R. F. and Hult, T. M. (1998). Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing, 62(3), 42-54.
13. Nicholas, J., Ledwith, A. and Perks, H. (2011). New product development best practice in sme and large organisations: Theory vs practice. European Journal of Innovation Management Science, 14(2), 227-251.
14. Office of the national economic and social development board. (2014). Outlook of the improvement of research and development in Thailand. Journal of economics and society, 51(1), 27-32.
15. Okhuysen, G. A. and Eisenhardt, K. M. (2002). Integrating knowledge in groups: How formal interventions enable flexibiliy. Organization Science, 13(4), 370 - 386.
16. Park, K. and Kim, B. K. (2013). Dynamic capabilities and new product development performance: Korean SMEs. Asian Journal of Technology Innovation, 21(2), 202-219.
17. Pavlou, P. A. and Sawy, O. A. E. (2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239-273.
18. Pfeffer, J. and Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. CA: Standford University Press.
19. Pimsawadi, L. (2008). Dynamic capabilities and distinctive competencies: A basic concept of strategic plan leading the organization to sustainable competition in the era of knowledge society. Executive Journal, 28(3), 34-38.
20. Rothaermel, F. T. and Hess, A. M. (2007). Building dynamic capabilities: Innovation driven by individual-, firm-, network-level effects. Organization Science, 18(6), 898-921.
21. Sinkula, J. M. (1994). Market information processing and organizational learning. Journal of Marketing, 58(1), 35-45.
22. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
23. Teece, D. J., Pisano, G. and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
24. Unger, D. and Eppinger, S. (2010). Improving product development process design: A method for managing information flows, risks, and iterations. Journal of Engineering Design, 22(10), 1-11.
25. Verona, G. (1999). A resource-based view of product development. Academy of Management Review, 24(1), 132-142.
26. Zahra, S. A. and George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185-203.
27. Zander, U. and Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76-92.
28. Zollo, M. and Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organizational Science, 13(2), 339-351.
