New Product Development

Module 1: Introduction and Serious Lego Play Session
(January 7, 8.00 am – 11.15 am)

In this first module, the structure and content of the course will be explained. This session will also provide in-depth information on the assignments and grading procedure. During this module, we will also conduct a Serious Lego Play workshop to introduce some core concepts and introduce one of the group assignments.

Module 2: New Product Development Processes
(January 14, 8.00 am – 11.15 am)

In this module, we focus on the product development process. Special attention will be paid to the advantages and disadvantages of stage-gate processes. A guest speaker will provide in-depth information on the opportunities and challenges of agile new product development processes.

Reading material:

• Veryzer, R.W. (1998) Discontinuous Innovation and the New Product Development Process. Journal of Product Innovation Management, 15: 204-321
• Sethi, R. & Iqbal, Z. (2008) Stage-Gate Controls, Learning Failure, and Adverse Effect on Novel New Products. Journal of Marketing, 72: 118-134

Module 3: Organizing NPD at the organizational level
(January 21, 8.00 am – 11.15 am)

In this module, we discuss different structural solutions that companies can use to combine exploitative and explorative innovation.

Reading material:

• Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52, 1661-1674.
• Gibson, C.B. and Birkinshaw, J. (2004). The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 47: 209-226

Module 4: Organizing for disruptive innovation
(January 28, 8.00 am – 11.15 am)

In this module, we focus on a particular type of innovation: disruptive innovation. We discuss the organizational challenges of disruptive for both industry incumbents and entrants.

• Christensen, C.M. and Overdorf (2000) Meeting the challenge of disruptive change. Harvard Business Review, March-April: 67-76.
• Ansari, S., Garud, R. & Kumaraswamy, A. (2016) The disruptor's dilemma: TiVo and the U.S. television ecosystem. Strategic Management Journal, 37: 1829-1853.

Module 5: Organizing for NPD at the team level
(February 4, 8.00 am – 11.15 am)

In this module, we shift focus to the team level and discuss the optimal composition of teams to successfully execute NPD activities. We pay special attention to the role of conflict and diversity in teams.

• De Clercq, D., Thongpapanl, N. and Dimov, D. (2009) When good conflict gets better and bad conflict becomes worse: the role of social capital in the conflict–innovation relationship. Journal of the Academy of Marketing Science, 37:283–297.
• De Visser, M.; Faems, D.; Weerd-Nederhof, P.; Visscher, K. (2014) The impact of team cognitive styles on performance of radical and incremental NPD projects. Journal of Product Innovation Management, 1167-1180.

Module 6: Organizing for NPD at the inter-organizational level

In this module, we shift focus to the inter-organizational level and identify R&D alliances as an alternative approach to engage in NPD. We focus on the core challenges in successfully governing NPD activities with external partners.

• Gulati, R. & Singh, H. The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances. Administrative Science Quarterly, 43: 781-814.
• Faems, D.; Janssens, M.; Madhok, A. & Van Looy, B. (2008) Toward an integrative perspective on alliance governance: Connecting contract design, contract application, and trust dynamics. Academy of Management Journal, 51: 1053-1078.

Module 7: Hot Topics in Organizing NPD

In this final model, we will discuss emerging challenges and solutions for hot topics in organizing NPD.

Students will be challenged to critically reflect on high-level academic research on the topic of new product development. In addition, by means of case assignments, they are encouraged to transform and apply these insights into recommendations that are also relevant for practitioners.

Exam: The exam will be an open book exam. In this exam, students will receive particular mini-cases. Students will be asked to identify core challenges for this mini-case and provide particular solutions.

Grading: The critical analyses will constitute 25% of the final grade. The managerial analyses will constitute 25% of the final grade. The individual exam will constitute 50% of the final grade.