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

• Published in: The Journal of product innovation management Vol. 35; no. 2; pp. 184 - 208
• Main Authors: Pemartín, María, Rodríguez‐Escudero, Ana I., Munuera‐Alemán, José Luís
• Format: Journal Article
• Language: English
• Published: Hoboken Blackwell Publishing Ltd 01.03.2018
• Subjects: Collaboration; Communication; Feedback; Rationality
• ISSN: 0737-6782; 1540-5885
• DOI: 10.1111/jpim.12375

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.