Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

Browse

Author: search.filters.author.Mathrani SSubject: search.filters.subject.open innovation

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Strategy for Cultural Inclusion in New Product Development Processes: A New Zealand Study
    (MDPI (Basel, Switzerland), 2022-12-15) Mathrani S; Ibrahim SDE
    Cultural inclusion generates a positive impact by socially increasing pride for individuals or economically increasing a country’s global capital. Currently, in New Zealand (NZ), not many strategies exist that ensure inclusion of culture in new products introduced locally and globally. Further, cultural inclusion in products appears highly represented in the tourist markets, but not so much in the domestic markets. This paper examines the current NZ strategies for cultural inclusion in product development of different sized companies that supply locally and globally through three case studies and compares the findings with theoretical models used in other regions. Findings elaborate that NZ lacks in documented standardized strategies when it comes to cultural inclusion. A positive impact of having such a strategy is perceived by participating companies with a culture for open innovation to ensure they are following a process approach that can help include cultural aspects appropriately. Creating a unique position for the brand globally, increasing global capital and deeper connectivity, and increasing the understanding of culture were some key benefits identified. However, a few steps in the new product development process were found largely lacking in NZ firms, such as communication with cultural representatives and leaders. A cultural inclusion model is developed based on the study findings to include an open innovation culture that can help NZ companies be more inclusive in their design and establish a unique NZ market for generating positive impacts.
  • Thumbnail Image
    Item
    Knowledge-sharing Strategies in Distributed Collaborative Product Development
    (MDPI (Basel, Switzerland), 16/12/2020) Mathrani S; Edwards B
    Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams. The organizational structure and management style play an important role for both external and internal distribution of knowledge.