Strategic Alignment and New Product Development: Drivers and Performance Effects

Nuran Acur, Destan Kandemir, Harry Boer

    Research output: Contribution to journalJournal articleResearchpeer-review

    45 Citations (Scopus)

    Abstract

    Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most
    publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported.
    NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators.
    Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects.
    Original languageEnglish
    JournalJournal of Product Innovation Management
    Volume29
    Issue number2
    Pages (from-to)304-318
    Number of pages15
    ISSN0737-6782
    DOIs
    Publication statusPublished - 2012

    Cite this

    @article{213111c77a50450480728f900833088e,
    title = "Strategic Alignment and New Product Development: Drivers and Performance Effects",
    abstract = "Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported. NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects.",
    author = "Nuran Acur and Destan Kandemir and Harry Boer",
    year = "2012",
    doi = "10.1111/j.1540-5885.2011.00897.x",
    language = "English",
    volume = "29",
    pages = "304--318",
    journal = "Journal of Product Innovation Management",
    issn = "0737-6782",
    publisher = "Wiley-Blackwell",
    number = "2",

    }

    Strategic Alignment and New Product Development : Drivers and Performance Effects. / Acur, Nuran; Kandemir, Destan; Boer, Harry.

    In: Journal of Product Innovation Management, Vol. 29, No. 2, 2012, p. 304-318.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Strategic Alignment and New Product Development

    T2 - Drivers and Performance Effects

    AU - Acur, Nuran

    AU - Kandemir, Destan

    AU - Boer, Harry

    PY - 2012

    Y1 - 2012

    N2 - Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported. NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects.

    AB - Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported. NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects.

    UR - http://www.scopus.com/inward/record.url?scp=84857854126&partnerID=8YFLogxK

    UR - http://onlinelibrary.wiley.com/doi/10.1111/j.1540-5885.2011.00897.x/abstract;jsessionid=E0B89D18FD1A44B7B6C5A33BB391F9F4.f01t03

    U2 - 10.1111/j.1540-5885.2011.00897.x

    DO - 10.1111/j.1540-5885.2011.00897.x

    M3 - Journal article

    VL - 29

    SP - 304

    EP - 318

    JO - Journal of Product Innovation Management

    JF - Journal of Product Innovation Management

    SN - 0737-6782

    IS - 2

    ER -