Samra, Y.M., Lynn, G.S. & Reilly, R.R. (2008). Effect of Improvisation on Product Cycle Time and Product Success: a Study of New Product Development (NPD) Teams in the United States. International Journal of Management, 25(1).

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: Through a survey of 392 new product development (NPD) managers about their retrospective experience the study found that a structured NPD process with improvised activities is positively related to both product cycle time (speed) and its success in the market. There was agreement that structured process increases efficiency and improvisation as well as product success. The findings were particularly significant during the development phase of the process.

Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers, Researchers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

• Use improvisation particularly at development stage as it benefits speed (reduces product cycle time).
  Survey. R squared = .026 for the interaction: (development x improvisation)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6

• Keep the formal structured NPD process for effective new products while adding improvisation within stages, in order to avoid chaos.
  Survey. Conclusion of the study
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Reduce NPD cycle time by overlapping activities performed in different stages
  Survey. Conclusion of the study
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Stage/Gate Model — Authors substantiate the value of a Stage/Gate model for conducting NDP processes.
  Survey. Authors conclusions drawn from analysis of Project Manager self-reports (n = 392)
  Occurrence of finding within the model: Stage 4, Stage 6, Stage 7, Stage 8

• Follow a formal and structured NPD process but use improvisation throughout to improve NPD efficiency, speed and product success
  Survey. Significant correlations between: (a) speed and success (r=.521); (b) NPD proficiency and speed (R squared = .163); (c) improvisation and speed (increment in R squared= .014); (d) NPD proficiency and success (R squared = .257); improvisation and success (increment in R squared = .011)

• Fuzzy Gate approach — Permit the project team to decide when to stop Stage level work and proceed to the next Decision Gate, particularly when NPD cycle time is considered critical to market success.
  Survey. Author conclusions drawn from analysis of Project Manager self-reports (n = 392).
  Occurrence of finding within the model: Gate 4, Gate 5, Gate 6, Gate 7, Gate 8

• Keep the new product development process flexible, using fuzzy gates, to ensure success
  Survey. Conclusion of the study
  Occurrence of finding within the model: Gate 4

• Use a structured new product development process to ensure new product success (structured school of thought) (Cooper & Kleinschmidt [1986, 1987a & b, 1991]; Mllson & Wilemon, 2002; Shepherd & Ahmed, 2000)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Using a flexible and structured new product development process (with fuzzy gates) skipping or combining stages (flexible school of thought) (Cooper & Kleinschmidt [1995])
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Improvise as you go along with no formal and structured new product development process(improvisation school of thought) (Moorman & Miner [1998])
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Consider increasing new product development proficiency level as a way to increase new product success (Cooper & Kleinschmidt, 1987a)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• Consider increasing speed to market as a way to increase product success (Cooper, 1994; Cooper & Kleinschmidt, 1994; Ridderstrale & Nordstrom, 2000.)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• A formal new product development process necessary for product success with five key stages (initial screening, business analysis, development, pre-testing, and launch) or 13 equivalent key activities. (NASA (no specific citation); Cooper, 2001; Cooper & Kleinschmidt, 1986; Song et al, 1998.)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

•  Improvisation at the collective or organizational level (vs. individual level) can be achieved by coalescing individuals’ activities by groups, departments, etc. (Chelariu et al, 2002; Moorman & Miner, 1998.)
  Occurrence of finding within the model: Stage 4, Stage 5, Stage 6, Stage 7, Stage 8

• For accuracy while surveying, use key informants (who know more) rather than averaging data from multi-sources. (Huber and Power, 1985)
  Occurrence of finding within the model: Step 3.1, Step 4.11, Step 2.2, Step 1.2