Suchergebnisse

PurposeThis study aims to understand how small‐ to medium‐sized enterprises (SMEs) can build a dynamic capability for new‐to‐market product development.Design/methodology/approachFive innovative and ambitious case firms were selected and studied longitudinally over the course of five years.FindingsWithin this group distinct development processes are identified that enable them to satisfy the unmet needs of new customers using their current technologies. However to sustain this activity managers need to empower cross‐functional teams to evaluate new technologies with an ever‐increasing number of pioneering partners. An ideal sequence is proposed for them to achieve this by systematising learning between projects and thereby reconfiguring their development processes to meet the changing needs of the market.Research limitations/implicationsThis method appears most suited to SMEs able to develop new‐to‐market products in conjunction with technologically discerning customers and suppliers. As such it may be less applicable outside the observed business‐to‐business markets.Originality/valueThe five cases studied aptly illustrate the interplay of certain paths, positions and processes in terms of how they relate to new‐to‐market product development performance. The implication for researchers and managers is that consideration of all of these factors is necessary.

Entrepreneurship is often focused on understanding new ventures, but the entrepreneurial flame is required in growing organisations too. This textbook examines how organisations can become more entrepreneurial to achieve sustainable growth.

In the UK, Business Schools are being exhorted by government to engage with local organizations to enhance their competitiveness. However, a historical legacy of providing courses for international students and a research focus upon multi-national firms has constrained the capability of most business schools to contribute in this way. We highlight global examples of business schools recognising the opportunity to develop locally useful knowledge and enhance the capabilities of their students to deploy that knowledge. Business Schools are seen to significantly reposition their offer by developing the leadership skills of local organizations and enhancing the entrepreneurial and problem solving skills of their students for local deployment. We conclude that a sustained emphasis upon faculty and student engagement with local organisations can allow business schools to overcome legacy constraints and thereby contribute more fully to local economic competitiveness for mutual benefit.