New Product Design - The Growth and Development of David Linley & Co Ltd

Abstract

Much of the recent literature on new product development focuses its attention upon the ‘hightech’ industries and in particular electronics. Subsequently, there has been a general disregard of industries that are less technologically advanced or intensive. An additional imbalance in the literature can be identified as a lack of recent research into new product development in the context of organizational development. This paper addresses both of these imbalances by adopting a case study approach, examining the process of new product development implemented by David Linley & Co Ltd. The paper suggests that the procedures implemented by the study company may have particular significance for small, specialist businesses, but also reveals that there may be lessons contained therein for a wider spectrum of organizations and industries, particularly the relationship between organizational growth and new product development. It should be stressed that, although the study presents a company whose approach to new product development is counter to much of the recent literature, it also emphazises that there is a significant degree of congruity, not in the process, but in the factors identified as significant to the process. Finally and most critically, the research reveals the fundamental relationship that exists between new product development and the organization's market position, culture, development and reputation, revealing a holistic management approach.

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