The interactive decision when outsourcing new product development
2011 (English)In: Research on Technology, Innovation and Marketing Management 2009‐2011: Introducing the research area of Innovation science / [ed] Sven-Åke Hörte, Halmstad: Högskolan i Halmstad , 2011, 1, 83-101 p.Chapter in book (Other academic)
This article focuses on the outsourcing of new product development (NPD) in medium‐sized firms, and it specifically focuses the decisions connected to outsourcing. Although the model presented in the article is probably useful for small and large firms, the firms in the empirical study are medium‐sized. NPD is a knowledge‐intensive line of activities that requires the ability to handle uncertainties and it is very dependent on the individuals involved in the process. In this way it differs from production, which (especially when producing standard items in a large scale) is easier to control, monitor and evaluate the costs.
Outsourcing can lead to advantages in the form of lower costs, access to knowledge or other resources (labs, funding etc.) as well as access to new markets, but it can also result in aknowledge drain, lower motivation among in‐house staff or an increased level of dependency on external organisations. A decision model is presented in this article that describes the decision process when outsourcing NPD.
Place, publisher, year, edition, pages
Halmstad: Högskolan i Halmstad , 2011, 1. 83-101 p.
Outsourcing decision, NPD, outsourcing of NPD, SME
beslutsprocesser, nyproduktutveckling, outsourcing
Business Administration Other Engineering and Technologies not elsewhere specified
IdentifiersURN: urn:nbn:se:hh:diva-16500ISBN: 978‐91‐975075‐1‐6OAI: oai:DiVA.org:hh-16500DiVA: diva2:451693