Effects of Collaborative Communication on NPD Collaboration Results: Two Routes of Influence

Pemartín González-Adalid, María; Rodríguez-Escudero, Ana I.; Munuera-Alemán, José Luís

Publication:
Effects of Collaborative Communication on NPD Collaboration Results: Two Routes of Influence

dc.contributor.author	Pemartín González-Adalid, María
dc.contributor.author	Rodríguez-Escudero, Ana I.
dc.contributor.author	Munuera-Alemán, José Luís
dc.contributor.department	Comercialización e Investigación de Mercados
dc.date.accessioned	2025-01-29T12:21:52Z
dc.date.available	2025-01-29T12:21:52Z
dc.date.issued	2017-04-19
dc.description	© 2017 Product Development & Management Association This document is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0 This document is the accepted version of a published work that appeared in final form in Journal of Product Innovation Management (JPIM) To access the final edited and published work see https://doi.org/10.1111/jpim.12375	es
dc.description.abstract	Although NPD collaboration with external partners has become the next generation in NPD practice, the discussion concerning how to organize collaboration so as to obtain better results is far from over. Since communication is the most important element in successful interfirm exchange, this study focuses on the impact of collaborative communication and its facets—frequency, formality, reciprocal feedback, and rationality—on NPD collaboration results. In order to explain how collaborative communication can best be managed to enhance NPD collaboration results, this research combines the relational and resource-based views, proposing the existence of two routes of influence: the direct resource-based route and the indirect relational route mediated by trust. Using a sample of 207 NPD collaboration projects of innovative firms, empirical findings indicate that reciprocal feedback–rationality and frequency play an important role in product quality and adherence to budget and schedule, respectively, even without trust. Moreover, the trust between partners substantially reinforces the positive influence of reciprocal feedback–rationality on NPD collaboration results and makes the effect of formality significant. Therefore, the two alternative routes are confirmed as important paths to new product success, which provides relevant managerial implications.	es
dc.format	application/pdf	es
dc.format.extent	25	es
dc.identifier.doi	https://doi.org/10.1111/jpim.12375
dc.identifier.issn	Print: 0737-6782
dc.identifier.issn	Electronic: 1540-5885
dc.identifier.uri	http://hdl.handle.net/10201/149604
dc.language	eng	es
dc.publisher	Wiley	es
dc.relation	financial support provided by the Spanish Ministry of Science and Technology (research project: ECO2013-47969-P) and the Seneca Foundation—Agency of Science and Technology of the Region of Murcia (Spain) (research project: 08663/PHCS/08).	es
dc.relation.publisherversion	https://onlinelibrary.wiley.com/doi/10.1111/jpim.12375	es
dc.rights	info:eu-repo/semantics/openAccess	es
dc.rights	Attribution-NonCommercial-NoDerivatives 4.0 Internacional	*
dc.rights.uri	http://creativecommons.org/licenses/by-nc-nd/4.0/	*
dc.title	Effects of Collaborative Communication on NPD Collaboration Results: Two Routes of Influence	es
dc.type	info:eu-repo/semantics/article	es
dspace.entity.type	Publication	es