TY - GEN
T1 - Enhancing NPD operational performance through B2B and B2C customer involvement for varying degrees of product technology
AU - Wimalachandra, D. C.
AU - Frank, B.
AU - Enkawa, T.
N1 - Funding Information:
Funding: this study was supported by the Deutsche Forschungsgemeinschaft (DFG- FOR2886 ANDORP A and the CRC1181) as well as a grant (“Stärkung der studentischen Lehre”) of the Friedrich-Schiller-University Jena, Germany, Faculty of Medicine. Additional funding was received by the Bundesministerium für Bildung und Forschung (BMBF; project MEART THROS, MASCARA), the H2020 GA 810316 - 4D-Nanoscope ERC Synergy Project, the IMI funded project RTCure, the Emerging Fields Initiative MIRACLE of the Friedrich-Alexander-Universität Erlangen-Nürnberg and the Else Kröner-Memorial Scholarship (DS, no. 2019_EKMS.27).
Publisher Copyright:
© 2013 IEEE.
PY - 2014/11/18
Y1 - 2014/11/18
N2 - The present article addresses how different types of B2B customer involvement motives and B2C customer involvement motives affect different dimensions of new product development (NPD) operational performance in the B2B context. This study also explores the moderating effects of high vs. low product technology on the relationships between different types of customer involvement motives and different dimensions of NPD operational performance. Based on data collected from the textile and apparel industry in 10 countries, the current study illustrates that B2C customer involvement has a greater impact than B2B customer involvement on time-to-market. Nevertheless, B2B customer involvement plays an important role as it contributes more to quality than does B2C customer involvement. In addition, the study explains the different strategies that should be adopted in B2B and B2C customer involvement when high vs. low product technology is present.
AB - The present article addresses how different types of B2B customer involvement motives and B2C customer involvement motives affect different dimensions of new product development (NPD) operational performance in the B2B context. This study also explores the moderating effects of high vs. low product technology on the relationships between different types of customer involvement motives and different dimensions of NPD operational performance. Based on data collected from the textile and apparel industry in 10 countries, the current study illustrates that B2C customer involvement has a greater impact than B2B customer involvement on time-to-market. Nevertheless, B2B customer involvement plays an important role as it contributes more to quality than does B2C customer involvement. In addition, the study explains the different strategies that should be adopted in B2B and B2C customer involvement when high vs. low product technology is present.
KW - B2B customer involvement
KW - B2C customer involvement
KW - NPD operational performance
KW - high vs. low product technology
UR - http://www.scopus.com/inward/record.url?scp=84914129208&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84914129208&partnerID=8YFLogxK
U2 - 10.1109/IEEM.2013.6962504
DO - 10.1109/IEEM.2013.6962504
M3 - Conference contribution
AN - SCOPUS:84914129208
T3 - IEEE International Conference on Industrial Engineering and Engineering Management
SP - 714
EP - 718
BT - IEEE International Conference on Industrial Engineering and Engineering Management
PB - IEEE Computer Society
T2 - 2013 IEEE International Conference on Industrial Engineering and Engineering Management, IEEM 2013
Y2 - 10 December 2013 through 13 December 2013
ER -