![]() Literature review 2.1 Information products and digital information products This study also provides key contribution to practitioners by examining CSFs to build a predictable and replicable framework for DIPs. data generation and performance review ( Woodcock et al., 2000), especially as this may enable SMEs to compete in a highly sophisticated market. Hence, it is essential to understand and promote appropriate NPD processes that are predictable and adaptable to future technological developments and changes in the marketplace, i.e. When it comes to SMEs, innovation performance relies heavily on a fit between internal organization and the environment ( Pullen et al., 2009 Kim et al., 2018), especially by means of structured NPD processes. This research, therefore, tries to fill this gap. ![]() Thus, developing and launching DIPs is still a recent phenomenon, particularly when viewed through the lenses of small and medium-sized enterprises (SMEs) ( Woodcock et al., 2000 Owens, 2007 Nicholas et al., 2011 Pullen et al., 2009 Healy et al., 2018 De Waal & Knott, 2019). Literature on DIPs is mostly focused on product compatibility and standardization, licensing, software versioning and upgrade ( Wu & Chen, 2007) few studies have addressed the NPD process of DIPs ( Rowley, 2016). This singular case study contributes for a greater comprehension of the NPD process of DIPs. The following research question, then, is specified: how does the development of DIPs occur in that firm, and what are the critical success factors (CSFs) for their development? Accordingly, its purpose is to investigate the NPD process of DIPs and as well as its CSFs. The firm under study, ABC Online-Marketing GmbH (from now on, ABC), was chosen for its mature know-how in digital product development processes, but also because of access to valuable data and information. To get an in-depth comprehension of structured and unstructured processes and dynamics of NPD involving DIP, a case study was selected as a research initiative. This is the case for obtaining a clearer understanding of organizational activities and processes, leading to the successful creation and introduction of DIPs, especially since most of the literature focuses on tangible goods. As a result, NPD activities, once discrete and restricted to specific departments/areas, have progressively become part of an integrated process involving multiple areas and even groups outside the organization ( Kim, Kim, Sawng, & Lim, 2018 Zahay, Hajli, & Sihi, 2018 Zhan & Tan, 2020). Sustainable competitive advantage depends not only on efficiency, but also on constant renewal of product portfolio and innovation ( Pullen, Weerd-Nederhof, Groen, Song, & Fisscher, 2009 Santos-Vijande, López-Sánchez, & Rudd, 2016 Tomkovick & Miller, 2000 Woodcock, Mosey, & Wood, 2000 Nicholas, Ledwith, & Perks, 2011 Healy, O’Dwyer, & Ledwith, 2018 Zhan & Tan, 2020). This scenario may not only be favorable for firms and organizations engaged with digital information products (DIPs), but also for entrepreneurs focused on developing and selling DIPs (online courses, eBooks, webinars, etc.).Īlike, the continuous need to market new products as a basis for competitive advantage has resulted in a growing interest in NPD within DIP activities, both in managerial and academic settings. The global market size for corporate e-learning was valued at US$64.4bn in 2019 and is expected to grow at a compounded annual growth rate of 9.16% by 2025 ( Cision PR Newswire, 2020). ![]() The full terms of this licence maybe seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Published in Innovation & Management Review. Copyright © 2021, Pascal Keller and Afonso Lima License
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