Open or closed strategy in developing new products? A case study of industrial NPD in SMEs

Abstract

This case study reports the quality of industrial new product development in five small‐ to medium‐sized enterprises (SMEs) in the Finnish metal industry. The findings indicate that SMEs tend to lack a long run perspective; that the role of new products in business strategy calls for clarity and that the whole goal setting as to future new product efforts is limited. The fit between market requirements and firms’ own resources is managed due to the flexibility SMEs have and by relying on an in‐house knowledge base generated through a close understanding of user conditions. In this respect SMEs are apt to rely on reactive and closed new product strategies only. Even if successful in the past, such strategies risk being unable to identify and take advantage of any business opportunities outside the present product scope. Also, the increasing need of networking may turn out a threat if SMEs cannot establish more open development strategies.

Citation

Tapio Lindman, M. (2002), "Open or closed strategy in developing new products? A case study of industrial NPD in SMEs", European Journal of Innovation Management, Vol. 5 No. 4, pp. 224-236. https://doi.org/10.1108/14601060210451180