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dc.contributor.authorOlsen, Nina Veflen
dc.contributor.authorGripsrud, Geir
dc.date.accessioned2012-06-28T10:40:56Z
dc.date.available2012-06-28T10:40:56Z
dc.date.issued2011
dc.identifier.issn1741-8178 (e-utg)
dc.identifier.urihttp://hdl.handle.net/11250/93542
dc.descriptionThis is the authors’ final, accepted and refereed manuscript to the articleno_NO
dc.description.abstractCompanies may simultaneously pursue different new product development (NPD) strategies. This article 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 proposition’s of the efficiency of NPD in an alliance compared to 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. Less forwarding of unsolved problems between the departments and a better communication is observed within the alliance. 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 organizationally embedded routines. We propose that the observed differences are explained by in-house routine failure, and highlight the importance of including routines when investigating the efficiency of new product development in alliances.no_NO
dc.language.isoengno_NO
dc.publisherInderscience Publishersno_NO
dc.subjectnew product developmentno_NO
dc.subjectalliancesno_NO
dc.subjectresourcesno_NO
dc.subjectroutinesno_NO
dc.subjectcase studyno_NO
dc.subjectfoodno_NO
dc.titleComparing internal and alliance-based new product development processes: case studies in the food industryno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber245-261no_NO
dc.source.volume13no_NO
dc.source.journalInternational Journal of Product Developmentno_NO
dc.source.issue3no_NO


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