Title: Comparing internal and alliance-based New Product Development processes: case studies in the food industry

Authors: Nina Veflen Olsen, Geir Gripsrud

Addresses: Nofima, Oslovn. 1, 1430 As, Norway. ' Department of Marketing, BI, Norwegian School of Management, Nydalsveien 37, Oslo, Norway

Abstract: This paper reports a comparative two-case design study of in-house NPD projects as well as alliance-based NPD projects in a food company. Two contradicting propositions of the efficiency of NPD in an alliance compared with NPD performed internally are stated, and the findings indicate that the alliance-based NPD solution creates a better context for NPD than the in-house solution. The observed pattern may be interpreted in terms of the framework developed by evolutionary economics, which states that what a firm can do is mainly determined by its organisationally embedded routines.

Keywords: in-house NPD; new product development; strategic alliances; resources; routines; case study; food industry; alliance-based NPD; evolutionary economics.

DOI: 10.1504/IJPD.2011.040269

International Journal of Product Development, 2011 Vol.13 No.3, pp.245 - 261

Published online: 27 Feb 2015 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article