Splendid Isolation: Does Networking Really Increase New Product Success?

Ann Ledwith · Paul Coughlan

39 citations0/0 files storedCreativity and Innovation Management

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Innovation and Knowledge Management Entrepreneurship Studies and Influences Business Strategy and Innovation

Abstract

This paper presents the case for and against the involvement of external organizations in new product development projects. It examines both the frequency of interaction of firms with their customers, suppliers, universities, research institutes and competitors, and also the correlation between such interaction and new product success. Empirical data were collected from 60 electronics firms in Ireland and the UK using a well-established framework (Souder, et al., 1998). The analysis examines small and large, Irish and UK firms and concludes that the impact of networking and collaboration on new product success is dependent on a range of factors and should not be viewed as a panacea for product development problems.

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References

1989Innovation and Learning: The Two Faces of R & D 1997Managing Innovation: Integrating Technological, Market and Organizational Change 2008Innovation in Large and Small Firms: An Empirical Analysis 1998Managing Innovation: Integrating Technological, Market and Organizational Change 2002Customers As Innovators: A New Way to Create Value 1997Internal R & D expenditures and external technology sourcing 1989Project Scope and Project Performance: The Effect of Parts Strategy and Supplier Involvement on Product Development 2002Benefits associated with supplier integration into new product development under conditions of technology uncertainty

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