Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

Abstract:

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

• Periodical: Advanced Materials Research (Volume 903)
• Pages: 431-437
• DOI: https://doi.org/10.4028/www.scientific.net/AMR.903.431
• Online since: February 2014
• Authors: Abdul Aziz Fazilah, Nur Najmiyah Jaafar, Sulaiman Suraya
• Keywords: Critical Success Factors of New Product Development, New Product Development, Project Performance

References

[1] Booz, Allen, & Hamilton. New product management for the 1980's. New York: Booz, Allen & Hamilton, Inc. (1982).

DOI: 10.2172/12227106

[2] Vrawford, C, New product failure rate-facts and fallacies. Research Management, (1979) 9-13.

[3] Urban, C., & Hauser, J., Design and marketing of new products. New Jersey: Prentice-Hall (1993).

[4] Cooper, r., Winning at new products: Accelerating the process from idea to launch (3rd Ed. ). Massachusetts: Perseus Publishing (2001).

[5] Ulrich, K.T. & Eppinger, S. D, Product Design and Development. McGraw-Hill (2011).

[6] Meybodi, Mohammad Z., Strategic Manufacturing Benchmarking. The TQM Megazine 17(3) (2003): 249-258.

[7] Mobey, A., and Parker, D., Risk evaluation and its importance to project implementation. International Journal of Productivity and Performance Management 51(4) (2002): 202-208.

DOI: 10.1108/00438020210430760

[8] Malaysian-German Chamber of Commerce and Industry, Market Watch 2012, The Malaysian Automotive & Supplier Industry (2012).

[9] MIDF Equity Beat, Automotive Sector, (2011).

[10] Chen HH, Kang YK, Xing X, Lee AHI, Tong Y, Developing new products with knowledge management methods and process development management in a network. Comp. Ind (2008). 59 : 242-253.

DOI: 10.1016/j.compind.2007.06.020

[11] Johansen K, Collaborative product introduction within extended enterprises, Phd, Linkopings University, (2005).

[12] Loch C, Kavadias S, Handbook of new product development management, Butterworth-Heinemann is an imprint of Elsevier, (2008).

[13] Ramasehan B., Caruana A., Loo S.P., The effect of market orientation on new product performance, a study among singaporeans frims, Journal of product and brand management. 11(5) (2002) : 399-409.

DOI: 10.1108/10610420210445514

[14] Cooper, Robert G., Kleinschmidt, Elko J., Winning businesses in product development, the critical success factors, Research technology management. 7 (2007) 52-66.

DOI: 10.1080/08956308.2007.11657441

[15] Ozer M., Production, manufacturing and logistics factors which influence decision making in new product evaluation, European journal of operational research, in press (2003).

[16] Debruyne M., Moenaert R., Griffin A., Hart S., Hultink E.J., Robben H., The impact of new product launch strategies on competitive reaction in industrial markets, Journal of product innovation management, 19 (2002) : 159-170.

DOI: 10.1111/1540-5885.1920159

[17] Spivey, W. A, Munson, J. M, Wolcott, J.H., Improving the new product development process: Fractal paradigm for high technology products, Journal of product innovation management 14 (1997) : 203-218.

DOI: 10.1111/1540-5885.1430203

[18] Zirger B., Maidique M., A model of new product development : an empirical test, management science, 36 (1990): 867-883.

DOI: 10.1287/mnsc.36.7.867

[19] Chorda M.I., Gunasekaran A., Aramburo L.B., Product development process in Spanish SMES: en empirical research, Technovation 22 (5), (2002): 301-312.

DOI: 10.1016/s0166-4972(01)00021-9

[20] Varela J., Benito L., New product development process in Spanish firms: Typology, antecedents and technical/marketing activities, Technovation, In press (2004).

DOI: 10.1016/j.technovation.2003.08.001

[21] Cohen S.G., Bailey D.E., What makes team work: group effectiveness research from the shop floor to the executive suite, Journal of management, 23(3), (1997): 239-290.

DOI: 10.1177/014920639702300303

[22] Ancona D.G., Caldwell D., Speeding product development: making teamwork, Cambridge MA, Sloan school management (1992).

[23] Tzokas N., Hultink E. J, Hart S., Navigating the new product development process, Industrial marketing management, 33 (2004) : 619-626.

DOI: 10.1016/j.indmarman.2003.09.004

[24] Lu L.,Y.Y., Yang C., The R&D and marketing cooperation across new product development stages: and empirical study of Taiwan's industries, Industrial marketing management 31 (2004): 593-605.

DOI: 10.1016/j.indmarman.2003.11.002

[25] Firth R.W., Narayanan V.K., New product strategies of large, dominant product manufacturing frims: An exploratory analysis, Journal of product innovation management, 13 (4), (1996): 334-347.

DOI: 10.1111/1540-5885.1340334

[26] Hart S.J., Tzokas., The imapact of marketing research activity on SME export performance: evidence from UK, Journal of small business management, 18(5), (1999): 63-75.