Skip to main content
SpringerLink
Log in

Sustainability and New Product Development: Five Exploratory Case Studies in the Automotive Industry

  • Chapter
  • First Online:
Social and Environmental Dimensions of Organizations and Supply Chains

Part of the book series: Greening of Industry Networks Studies ((GINS,volume 5))

Abstract

Purpose – Companies receive growing pressure from customers, nongovernmental organizations, and public administration through legal acts to generate products both providing value to the customers and being sustainable. This requires a move beyond green products, which are therefore not perceived as sufficient anymore. Hence, research on new product development toward the aspects of sustainability attracts more attention. The purpose of this study is herewith to analyze how sustainability influences new product development (NPD) and companies manage this challenge.

Design/methodology/approach – A multi-case study approach with a total of 19 interviews in five automotive manufacturing companies has been conducted. The data originates from preinterview questionnaires, publicly available data, and semi-structured interviews with departments focusing on sustainability and product design.

Findings – The findings of this chapter refine the understanding of a sustainable new product development. NPD success factors are closely linked with the triple-bottom-line dimensions. The case studies show that the social aspect is hardly present in NPD. Nevertheless, it becomes evident that strategic management for sustainability and new product development has to be aligned closely to reach sustainable products.

Research limitations/implications – The chapter uses a case study approach, so generalizability of the study is limited. This approach enables to examine explicitly the relationship between sustainability and NPD, where empirical research is lacking.

Originality/value – The chapter contributes to prior research in sustainability and new product development by analyzing the interconnection of NPD and the triple bottom line on a success factor level and provides case studies for justification.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Afonso P, Nunes M, Paisana A, Braga A (2008) The influence of time-to-market and target costing in the new product development success. Int J Prod Econ 115(2):559–568

    Article  Google Scholar 

  • Aguilera RV, Rupp DE, Williams CA (2007) Putting the S back in corporate social responsibility: a multilevel theory of social change in organizations. Acad Manag Rev 32(3):836–863

    Article  Google Scholar 

  • Al Shalabi A, Rundquist J (2009) Use of processes and methods in NPD – a survey of Malaysian industry. Int J Innov Technol Manag 6(4):379

    Article  Google Scholar 

  • Albino V, Balice A, Dangelico RM (2009) Environmental strategies and green product development: an overview on sustainability-driven companies. Bus Strateg Environ 18(2):83–96

    Article  Google Scholar 

  • Atuahene-Gima K, Murray JY (2007) Exploratory and exploitative learning in new product development: a social capital perspective on new technology ventures in China. J Int Mark 15(2):1–29

    Article  Google Scholar 

  • Azevedo S, Brandenburg M, Carvalho H, Cruz-Machado V (eds) (2014) Eco-innovation and the development of business models: lessons from experience and New Frontiers in theory and practice, Series: Greening of industry network studies, vol 2. Springer, Berlin

    Google Scholar 

  • Bagozzi RP (2011) Measurement and meaning in information systems and organizational research: methodological and philosophical foundations. MIS Q 35(2):261–292

    Google Scholar 

  • Bansal P, Roth K (2000) Why companies go green: a model of ecological responsiveness. Acad Manag J 43(4):717–748

    Article  Google Scholar 

  • Bateman N, David A (2002) Process improvement programmes: a model for assessing sustainability. Int J Oper Prod Manag 22(5):515–526

    Article  Google Scholar 

  • Baumann H, Boons F, Bragd A (2002) Mapping the green product development field: engineering, policy and business perspectives. J Clean Prod 10(5):409–425

    Article  Google Scholar 

  • Becker MC, Zirpoli F (2003) Organizing new product development knowledge hollowing-out and knowledge integration – the FIAT auto case. Int J Oper Prod Manag 23(9):1033–1061

    Article  Google Scholar 

  • Bevilacqua M, Ciarapica FE, Giacchetta G (2007) Development of a sustainable product lifecycle in manufacturing firms: a case study. Int J Prod Res 45(18–19):4073–4098

    Article  Google Scholar 

  • Braungart M, McDonough W, Bollinger A (2007) Cradle-to-cradle design: creating healthy emissions e a strategy for eco-effective product and system design. J Clean Prod 15(13–14):1337–1348

    Article  Google Scholar 

  • Brettel M, Heinemann F, Engelen A, Neubauer S (2011) Cross-functional integration of R&D, marketing, and manufacturing in radical and incremental product innovations and its effects on project effectiveness and efficiency. J Prod Innov Manag 28(2):251–269

    Article  Google Scholar 

  • Bunduchi R (2009) Implementing best practices to support creativity in NPD cross-functional teams. Int J Innov Manag 13(04):537–554

    Article  Google Scholar 

  • Busse C (2010) A procedure for secondary data analysis: innovation by logistics service providers. J Supply Chain Manag 46(4):44–58

    Article  Google Scholar 

  • Callens I, Tyteca D (1999) Towards indicators of sustainable development for firms: a productive efficiency perspective. Ecol Econ 28(1):41–53

    Article  Google Scholar 

  • Campbell JL (2007) Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Acad Manag Rev 32(3):946–967

    Article  Google Scholar 

  • Carter CR, Easton PL (2011) Sustainable supply chain management: evolution and future directions. Int J Phys Distrib Logist Manag 41(1):46–62

    Article  Google Scholar 

  • Chabowski BR, Mena JA, Gonzalez-Padron TL (2011) The structure of sustainability research in marketing, 1958–2008: a basis for future research opportunities. J Acad Mark Sci 39(1):55–70

    Article  Google Scholar 

  • Cooper AC (2001) Winning at new products. Perseus Publishing., Cambridge, MA

    Google Scholar 

  • Cousins PD, Lawson B (2007) The effect of socialization mechanisms and performance measurement on supplier integration in new product development. Br J Manag 18(3):311–326

    Article  Google Scholar 

  • Daily BF, Huang S-C (2001) Achieving sustainability through attention to human resource factors in environmental management. Int J Oper Prod Manag 21(12):1539–1552

    Article  Google Scholar 

  • Danese P, Filippini R (2010) Modularity and the impact on new product development time performance supplier involvement and interfunctional integration. Int J Oper Prod Manag 30(11):1191–1209

    Article  Google Scholar 

  • De Bakker FG (2002) Environmental management lessons from total quality management. J Ind Ecol 5(2):55–69

    Article  Google Scholar 

  • Dyllick T, Hockerts K (2002) Beyond the business case for corporate sustainability. Bus Strateg Environ 11(2):130–141

    Article  Google Scholar 

  • Eisenhardt KM (1989) Building theories from case study research. Acad Manag Rev 14(4):532–550

    Google Scholar 

  • Eisenhardt KM, Graebner ME (2007) Theory building from cases: opportunities and challenges. Acad Manag J 50(1):25–32

    Article  Google Scholar 

  • Elkington J (1997) Cannibals with forks: the triple bottom line of the 21st century. New Society, Stoney Creek

    Google Scholar 

  • Ernst H, Hoyer WD, Rübsaamen C (2010) Sales, marketing, and research-and-development cooperation across new product development stages: implications for success. J Mark 74(5):80–92

    Article  Google Scholar 

  • Esslinger H (2011) Sustainable design: beyond the innovation-driven business model. J Prod Innov Manag 28(3):401–404

    Article  Google Scholar 

  • Evans S, Partidario P, Lambert J (2007) Industrialization as a key element of sustainable product-service solutions. Int J Prod Res 45(18–19):4225–4246

    Article  Google Scholar 

  • Everaet P, Bruggeman W (2002) Cost targets and time pressure during new product development. Int J Oper Prod Manag 22(12):1339–1353

    Article  Google Scholar 

  • Ferguson M, Schmidt G, Souza G (2010) Special issue of production and operations management: new product development, innovation and sustainability. Prod Oper Manag 19(3):370–370

    Article  Google Scholar 

  • Fullana I, Palmer P, Puig R, Bala A, Baquero G, Riba J, Raugei M (2011) From life cycle assessment to life cycle management: a case study on industrial waste management policy making. J Ind Ecol 15(3):458–475

    Article  Google Scholar 

  • Gibbert M, Ruigrok W, Wicki B (2008) Research notes and commentaries what passes as a rigorous case study? Strateg Manag J 29(13):1465–1474

    Article  Google Scholar 

  • Gmelin H, Seuring S (2014a) Achieving sustainable new product development by integrating product life-cycle management capabilities. Int J Prod Econ 154:166–177

    Article  Google Scholar 

  • Gmelin H, Seuring S (2014b) Determinants of a sustainable new product development. J Clean Prod 69:1–9

    Article  Google Scholar 

  • Golden JS, Subramanian V, Zimmerman JB (2011) Sustainability and commerce trends industry consortia as the drivers for green product design. J Ind Ecol 15(6):821–824

    Article  Google Scholar 

  • Graedel TE, Allenby BR (2009) Industrial ecology and sustainable engineering. Prentice Hall, Upper Sadle River

    Google Scholar 

  • Griffin A (1997) PDMA research on new product development practices: updating trends and benchmarking best practices. J Prod Innov Manag 14(6):429–458

    Article  Google Scholar 

  • Hill MR (2001) Sustainability, greenhouse gas emissions and international operations management. Int J Oper Prod Manag 21(12):1503–1520

    Article  Google Scholar 

  • Hoffman Iii WF (1997) Recent advances in design for environment at Motorola. J Ind Ecol 1(1):131–140

    Article  Google Scholar 

  • Hoffmann E (2008) Consumer integration in sustainable product development. Bus Strateg Environ 16(5):322–338

    Google Scholar 

  • Hootegem GV, Huys R, Delarue A (2004) The sustainability of teamwork under changing circumstances the case of Volvo-Ghent. Int J Oper Prod Manag 24(8):773–786

    Article  Google Scholar 

  • Huang M-H, Rust RT (2011) Sustainability and consumption. J Acad Mark Sci 39(1):40–54

    Article  Google Scholar 

  • Hult GTM (2011) Market-focused sustainability: market orientation plus! J Acad Mark Sci 39(1):1–6

    Article  Google Scholar 

  • Hutchins M, Sutherland J (2008) An exploration of measures of social sustainability and their application to supply chain decisions. J Clean Prod 16(15):1688–1698

    Google Scholar 

  • Jeffers PI (2010) Embracing sustainability: information technology and the strategic leveraging of operations in third-party logistics. Int J Oper Prod Manag 30(3):260–287

    Article  Google Scholar 

  • Kale P, Singh H (2007) Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success. Strateg Manag J 28(10):981–1000

    Article  Google Scholar 

  • Kleindorfer PR, Singhal K, Wassenhove LNV (2005) Sustainable operations management. Prod Oper Manag 14(4):482–492

    Article  Google Scholar 

  • Koners U, Goffin K (2007) Managers’ perceptions of learning in new product development. Int J Oper Prod Manag 27(1):49–68

    Article  Google Scholar 

  • Krishnan V, Ulrich KT (2001) Product development decisions: a review of the literature. Manag Sci 47(1):1–21

    Article  Google Scholar 

  • Labuschagne C, Brent AC, van Erck RPG (2005) Assessing the sustainability performances of industries. J Clean Prod 13(4):373–385

    Google Scholar 

  • Lambert DM, Cooper MC, Pagh JD (1998) Supply chain management: implementation issues and research opportunities. Int J Logist Manag 9(2):1–19

    Google Scholar 

  • López MV, Garcia A, Rodriguez L (2007) Sustainable development and corporate performance: a study based on the Dow Jones sustainability index. J Bus Ethics 75(3):285–300

    Article  Google Scholar 

  • Marion TJ, Friar JH, Simpson TW (2012) New product development practices and early-stage firms: two in-depth case studies. J Prod Innov Manag 29(4):639–654

    Article  Google Scholar 

  • Maylor H (1997) Concurrent new product development: an empirical assessment. Int J Oper Prod Manag 17(12):1196–1214

    Article  Google Scholar 

  • McDonough W, Braungart M, Anastas PT, Zimerman JB (2003) Applying the principles of green engineering to cradle-to-cradle design. Environ Sci Technol 1:434–441

    Article  Google Scholar 

  • Meredith J (1993) Theory building through conceptual methods. Int J Oper Prod Manag 13(5):3–11

    Article  Google Scholar 

  • Mu J, Zhang G, Maclachlan DL (2011) Social competency and new product development performance. IEEE Trans Eng Manag 58(2):363–376

    Article  Google Scholar 

  • Pagell M, Wu Z (2009) Building a more complete theory of sustainable supply chain management using case studies of 10 exemplars. J Supply Chain Manag 45(2):37–56

    Article  Google Scholar 

  • Parker DB, Zsidisin GA, Ragatz GL (2008) Timing and extent of supplier integration in new product development: a contingency approach. J Supply Chain Manag 44(1):71–83

    Article  Google Scholar 

  • Perry C (1998) Processes of a case study methodology for postgraduate research in marketing. Eur J Mark 32(9/10):785–802

    Article  Google Scholar 

  • Petersen KJ, Handfield RB, Ragatz GL (2003) A model of supplier integration into new product development. J Prod Innov Manag 20(4):284–299

    Article  Google Scholar 

  • Rebitzer G, Buxmann K (2005) The role and implementation of LCA within life cycle management at Alcan. J Clean Prod 13:1327–1335

    Article  Google Scholar 

  • Rebitzer G, Ekvall T, Frischknecht R, Hunkeler D, Norris G, Rydberg T, Schmidt W-P, Suh S, Weidema BP, Pennington DW (2004) Life cycle assessment part 1: framework, goal and scope definition, inventory analysis, and applications. Environ Int 30(5):701–720

    Article  Google Scholar 

  • Richtner A, Ahlström P (2010) Top management control and knowledge creation in new product development. Int J Oper Prod Manag 30(10):1006–1031

    Article  Google Scholar 

  • Ron AJD (1998) Sustainable production: the ultimate result of a continuous improvement. Int J Prod Econ 56–57:99–110

    Article  Google Scholar 

  • Rossi M, Charon S, Wing G, Ewell J (2006) Design for the next generation. J Ind Ecol 10(4):193–210

    Article  Google Scholar 

  • Salomo S, Keinschmidt EJ, Brentani UD (2010) Managing new product development teams in a globally dispersed NPD program. J Prod Innov Manag 27(7):955–971

    Article  Google Scholar 

  • Sarkis J (2001) Manufacturing’s role in corporate environmental sustainability. Int J Oper Prod Manag 21(5/6):666–686

    Article  Google Scholar 

  • Sarkis J, Zhu Q, Lai K-H (2011) An organizational theoretic review of green supply chain management literature. Int J Prod Econ 130(1):1–15

    Article  Google Scholar 

  • Schneider A, Meins E (2012) Two dimensions of corporate sustainability assessment: towards a comprehensive framework. Bus Strateg Environ 21(4):211–222

    Article  Google Scholar 

  • Seuring S (2011) Supply chain management for sustainable products – insights from research applying mixed methodologies. Bus Strateg Environ 20(7):471–484

    Article  Google Scholar 

  • Seuring S, Müller M (2008) From a literature review to a conceptual framework for sustainable supply chain management. J Clean Prod 17(15):1699–1710

    Article  Google Scholar 

  • Shrivastava P (1995) Ecocentric management for a risk society. Acad Manag Rev 20(1):118–137

    Google Scholar 

  • Simpson D, Power D, Samson D (2007) Greening the automotive supply chain: a relationship perspective. Int J Oper Prod Manag 27:28–48

    Article  Google Scholar 

  • Slotegraaf RJ, Atuahene-Gima K (2011) Product development team stability and new product advantage: the role of decision-making processes. J Mark 75:96–108

    Article  Google Scholar 

  • Sroufe R, Curkovic S, Montabon F, Melnyk SA (2000) The new product design process and design for environment ‘crossing the chasm’. Int J Oper Prod Manag 20(2):267–291

    Article  Google Scholar 

  • Thun J-H, Hoenig D (2011) An empirical analysis of supply chain risk management in the German automotive industry. Int J Prod Econ 131(1):242–249

    Article  Google Scholar 

  • Vachon S, Klassen RD (2006) Extending green practices across the supply chain: the impact of upstream and downstream integration. Int J Oper Prod Manag 26(7):795–821

    Article  Google Scholar 

  • Vachon S, Mao Z (2008) Linking supply chain strength to sustainable development: a country-level analysis. J Clean Prod 16(15):1552–1560

    Article  Google Scholar 

  • Varble DL (1972) Social and environmental considerations in new product development. J Mark 36(4):11–15

    Article  Google Scholar 

  • Voss C (2009) Case research in operations management. In: Karlsson C (ed) Researching operations management. Routledge, New York

    Google Scholar 

  • Voss C, Tsikriktsis N, Frohlich M (2002) Case research in operations management. Int J Oper Prod Manag 22(2):195–219

    Article  Google Scholar 

  • WCED (1987) Our common future. Oxford University Press, Oxford

    Google Scholar 

  • Wilkinson A, Hill M, Gollan P (2001) The sustainability debate. Int J Oper Prod Manag 21(12):1492–1502

    Article  Google Scholar 

  • Yin RK (2013) Case study research. SAGE, Los Angeles

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Chair of Supply Chain Management, University of Kassel, Kleine Rosenstrasse 3, 34117, Kassel, Germany

    Harald Gmelin & Stefan Seuring

Authors
  1. Harald Gmelin
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Stefan Seuring
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Stefan Seuring .

Editor information

Editors and Affiliations

  1. School of Business, Flensburg University of Applied Sciences, Flensburg, Germany

    Marcus Brandenburg

  2. Chair of Supply Chain Management, University of Kassel, Kassel, Germany

    Gerd J. Hahn

  3. German Graduate School of Management and Law, Heilbronn, Germany

    Tobias Rebs

Rights and permissions

Reprints and permissions

Copyright information

© 2018 Springer International Publishing AG

About this chapter

Cite this chapter

Gmelin, H., Seuring, S. (2018). Sustainability and New Product Development: Five Exploratory Case Studies in the Automotive Industry. In: Brandenburg, M., Hahn, G., Rebs, T. (eds) Social and Environmental Dimensions of Organizations and Supply Chains. Greening of Industry Networks Studies, vol 5. Springer, Cham. https://doi.org/10.1007/978-3-319-59587-0_13

Download citation

Publish with us

Policies and ethics

Search

Navigation