343

References

Abecassis-Moedas, C., and Mahmoud-Jouini, S. B. (2008). Absorbtive Capacity and

Source-Recipient Complementarity in Designing New Products: An Empirically

Derived Framework. Journal of Product Innovation Management, 25 (5), 473-490.

Adler, P.S., Riley, P., Kwon, S.W., Signer, J., Lee, B. and Satrasala, R. (2003).

Performance improvement capability: Keys to accelerating performance improvement

in hospitals. Calif. Management Rev. 45(2) 12-33.

Ahmadi, R. H., and Wang, H. (1994). Rationalizing product design development

processes. Working Paper, Anderson Graduate School of Management, UCLA, Los

Angeles, CA.

Ahmadi, R., and Wang, R. H. (1999). Managing development risk in product design

processes. Operations Research, 47 (2), 235-246.

Ahmed, A., Ahmed, N., and Salman, A. (2005). Critical issues in packaged food

business. British Food Journal, 107 (10), 760-780.

Ahuja, G. (2000). Collaboration Networks, Structural Holes and Innovation: A

Longitudinal Study. Administrative Science Quarterly, 45 (3), 425-455.

Ahuja, G., and Lampert, C. M. (2001). Entrepreneurship in the large corporation: a

longitudinal study of how established firms create breakthrough inventions. Strategic

Management Journal, 22 (6), 521-543.

Amit, R., and Zott, C. (2001). Value creation in E-business. Strategic Management

Journal, 22 (6), 493-520.

Ampuero, O. and Vila, N. (2006). Consumer Perceptions of Product Packaging.

Journal of Consumer Marketing, 23 (2), 100–112.

Anon. (2000). The Dutch consume more and more ready-to-eat meals. De

Volkskrant, 18 October 2000, PCM Publishers, Amsterdam. (In Dutch).

344

Appleyard, M., (2003). The influence of knowledge accumulation on buyer–supplier

codevelopment projects. Journal of Product Innovation Management, 20 (5), 356–

373.

Avermaete, T,. Viaene, J., Morgan, E. J., and Crawford, N. (2004). The impact of firm

characteristics and macroeconomic performance on innovation in small food firms:

case study from Belgium, Ireland and UK. In: T. de Noronha Vas, J. Viaene, & M.

Wigier (Eds), Innovation in small firms and dynamics of local development. Warsaw:

Scholar Publishing House.

Azzi, A., Battini, D., Persona, A., Sgarbossa, F. (2012). Packaging Design: General

Framework and Research Agenda. Packaging Technology and Science.

Baback, Y., and Holmes, C. (1999). Four Models of Design Definition: Sequential,

Design Center, Concurrent and Dynamic. Journal of Engineering Design 10 (1), 25–

37.

Bachalandra, R. A. (1996). Comparison of R&D project termination factors in four

industrial nations. IEEE Transactions on Engineering Management, 43 (1), 88-96.

Baker, M., and Hart, S. (2007). Product Strategy and Management. Essex: Pearson

Education Limited.

Balconi, M., Brusconi, S., and Orsenigo, L. (2010). In defense of the linear model: An

essay. Research Policy, 39 (1), 1-13.

Baldwin, C.Y., and Clark, K.B. (1997). Managing an age of modularity. Harvard

Business Review, 75 (5), 84-93.

Barczak, G., Griffin, A., and Kahn, K. B. (2009). PERSPECTIVE: Trends and Drivers

of Success in NPD Practices: Results of the 2003 PSMA Best Practices Study.

Journal of Product Innovation Management, 26 (3), 3-23.

Baron, S., Davies, B., and Swindley, D. (1991). Macmillian Dictionary of Retailing.

Oxford: Macmillan.

Bech-Larsen, T. (1996). Danish consumers' attitudes to the functional and

345

environmental characteristics of food packaging. Journal of Consumer Policy, 19 (3),

339-363.

Beckeman, M. and Olsson, A. (2005), “Driving forces for food packaging

development in Sweden – a historical perspective”, in IUFoST 2005, Accessed on

15/01/2012 from: www.worldfoodscience.org

Becker, L., van Rompay, T. J. L., Schifferstein, H. N. J., and Galetzka, (2011). Tough

package, strong taste: the influence of packaging design on taste impression and

product evaluations. Food Quality and Preference, 22 (1), 17-23.

Benner, M. (2005). The chain information model: a systematic approach for food

product development, doctoral dissertation, Wageningen University, Wageningen.

Benner, M., and Tushman, M. (2002). Process Management and Technological

Innovation: A Longitudinal Study of the Photography and Paint Industries.

Administrative Science Quarterly, 47 (4), 676-706.

Berger, K. Welt, B. (2005). A Brief History of Packaging, 2005; Accessed 04/01/2009

from: http://edis.ifas.ufl.edu/pdffiles/AE/AE20600.pdf.

Berger, C., Moslein, K., Piller, F., and Reichwald, R. (2005). Code-signing the

Customer Interface for Customer-Centric Strategies: Learning from Exploratory

Research. European Management Review, 2 (3), 70–87.

Berkhout, G., Hartmann, D., and Trott, P. (2010). Connecting technological

capabilities with market needs using a cyclic innovation model. R&D Management,

40 (5), 474-490.

Berkhout, G,, Hartmann, D., and Trott, P. (2011). The role of entrepreneurship in

innovation. International Journal of Entrepreneurship and Innovation Manangement,

14 (1), 60-78.

Berkowitz, M (1987). Product shape as a design innovation strategy, Journal of

Product Innovation

and Management, No. 4, pp.274-283.

346

Bjarnemo, R., Jonsonm G., and Johnsson, M. (2000). “Packaging Logistics in

Product Development”, doctoral dissertation, Department of Engineering Logistics,

Lund Institute of Technology, Lund University, Lund.

Biazzo, S. (2009). Flexibility, Structuration, and Simultaneity in New Product

Development. Journal of Product Innovation Management, 26 (3), 336-353.

Biemans, W. (1991). User and third-party involvement in developing medical

equipment innovations. Technovation, 11 (3), 163-182.

Biemans, W., Griffin, A., and Moenaert, R. (2007). Twenty Years of the Journal of

Product Innovation Management: History, Participants, and Knowledge Stock and

Flows. Journal of Product Innovation Management, 24 (3), 193-213.

Bigliardi, B., Bottani, E., Montanari, R., and Vignali, G. (2010). Successful new

product development in the food packaging industry: evidence from a case study.

International Journal of Engineering, Science and Technology, 2 (9), 13-24.

Birgelen, M. V., Semejin, J., and Kelcher, M. (2008). Packaging and

Proenvironmental Consumption Behavior: Investigating Purchase and Disposal

Decisions for Beverages. Environment & Behavior, 41 (1), 125-146.

Blod, A., Probert, J., and Jones, C. (1994). The packaging industry is not carried

away by public opinion. Business Strategy and the Environment, 3 (1), 31-35.

BMRB/Mintel. (2006). Food Retailing, Nov 2007, London: Mintel. Accessed on

12/02/2012 from: http://academic.mintel.com/display/220285/

Bogue, J., and Sorenson, D. (2009). Managing Customer Knowledge During the

Concept Development Stage of the New Food Product Development Process.

Journal of International Food & Agribusiness Marketing, 21 (3), 149-165.

Bomsel, O., and Roos, P. (1990). From commodities to evolutionary materials:

towards new forms of customer-supplier relationships. Resources policy, 16 (2), 104-

114.

Bonaccorsi, A. and Lipparini, A. (1994). Strategic partnerships in new product

347

development: an Italian case study, Journal of Product Innovation Management, 11:

134-45.

Bone, P. F., and Corey, R. J. (1992). Ethical Dilemmas in Packaging: Beliefs in

Packaging Professionals. Journal of Macromarketing, 12 (1), 45-54.

Bone, P. F., and Corey, R. J. (2000). Packaging Ethics: Perceptual Differences

Among Packaging Professionals, Brand Managers, and Interested Consumers.

Journal of Business Ethics, 24 (3), 199-213.

Booze-Allen, & Hamilton. (1982). New product management for the 1980s. New York

Marketplace, USA: Booze, Allen and Hamilton, CRC Press.

Borja de Mozota, B. (2003). Design Management. New York: Allworth Press.

Bourlakis, M. A., and Weightman, P. W. (2004). Food Supply Chain Management.

Oxford: Blackwell.

Bowersox, D. J., Closs, D. J., and Cooper, M. B. (2002). Supply Chain Logistics

Management. London: McGraw Hill.

Boyatzis, R.E. (1998) Transforming qualitative information: thematic analysis and

coding. Sage, California.

Braadland, T. (2000). Innovation in the Norwegian food system. STEP programme,

Norwegian Research Council.

Brannen, J. (2005). Mixing methods: The entry of qualitative and quantitative

approaches into the research process, The International Journal of Social Research

Methodology, Special Issue, 8(3), 173-185.

Brassington, F., and Pettitt, S. (2006). Principles of Marketing. Essex: Pearson

Education Limited.

Brennan, R. and Turnbull, P.W. (1999). Adaptive behavior in buyer-supplier

relationships. Industrial Marketing Management, 28, 481-95.

348

Briston, J.H. and Neill, T.J. (1972). Packaging Management. London: Gower Press.

British Soft Drinks Association (BDSA), cited in Keynote Market Report (2010)

“Packaging (Food and Drink)” Sixth Ed., Jan, 2010, Mintel/Keynote, ISBN 978-1-

84729-565-1.

Brody, A. L., and Lord, J. B. (2000). Developing New Food Products for a Changing

Marketplace. USA: CRC Press.

Brockhoff, K. (1999). Produktpolitik, 4th ed., Stuttgart et al.: Gustav Fischer.

Broniarczyk, S. M., Hoyer, W. D., McAlister, L. (1998). Consumers’ Perceptions of

the Assortment Offered in a Grocery Category: The Impact of Item Reduction.

Journal of Marketing Research, 35 (2), 166-176.

Broring, S., Cloutier, L. M. (2008). Value-creation in new product development within

converging value chains: An analysis in the functional foods and nutraceutical

industry. British Food Journal, 110 (1), 76-97.

Brown, S. L., and Eisenhardt, K. M. (1995). Product Development: Past Research,

Present Findings, and Future Directions. The Academy of Management Review, 20

(2), 343-378.

Bruce, M., and Rodgus, G. (1991). Innovation strategies in the enzyme industry.

R&D Management, 21 (4), 319-330.

Bruin, S., and Jongen, R. G. (2003). Food Process Engineering: The Last 25 Years

and Challenges Ahead. Comprehensive Reviwes in Food Science and Food Safety,

2 (2), 42-81.

Brusoni, S., and Prencipe, A. (2001). Managing knowledge in loosely coupled

networks: exploring the links between product and knowledge dynamics. Journal of

Management Studies, 38 (7), 1019-1035.

Bryman, A. and Bell, E. (2003) Business Research Methods. Oxford University

Press, England.

349

Bryson, J. (1995) Strategic Planning for Public & Non-Profit Organisations. Revised

Edition, San Francisco, CA, Jossey-Bass.

Bryson, J. (2004) “What to do when stakeholders matter”, Public Management

Review, 6(1).

Buisson, D. H. (1993). “Marketing interaction and independancy in product

development process”, Food Technology in New Zealand, January.

Buisson, P. D. (1995). Developing new products for the consumer. In D. Marshall

(Ed.), Food choice and the consumer. London: Blackie Academic and Professional.

Bunduchi, R., and Smart, A. U. (2010). Process Innovation Costs in Supply

Networks: A Synthesis. International Journal of Management Reviews, 12 (4), 365-

383.

Burns, T., and Stalker, G.M. (1966). The Management of Innovation, 2nd edition.

London: Tavistock Publications.

Burt, S. (1993). Temporal trends in the internationalisation of British retailing.

International Review of Retail. Distribution and Consumer Research, 3 (4), 391-410.

Butkeviciene, V., J. Stravinskiene and A. Rutelione (2008). Impact of consumer

package communication on consumer decision making process. Inzinerine

Ekonomika-Engineering Economics (1), 57-65.

Buzzel, R. D., and Norse, R. E. M. (1967). Product Innovation in Food Processing

1954-1964. Boston: Harvard University Press.

Cabinet Office/Office for National Statistics (2008) in: Cranfield University IGD Report

"Evidence on the role of suppllier-retailer trading relationships and the practices in

waste generation in the UK”, Report.

Calantone, R.J. and Di Benedetto, C.A. (1989) ‘Canonical Correlation Analysis of

Unobserved Relationships in the New Product Process’, R&D Management, 19(4),

pp. 2–21.

350

Calantone, R.J., Cavusgil, S.T., and Zhao, Y. (2002). Learning orientation, firm

innovation, and firm performance. Industrial Marketing Management, 31 (6),

151-24.

Crawford, C.M (1997) New Products Management, 5th Ed., Irwin, Chicago, IL.

Cantista, I., and Tylecote, A. (2008). Industrial innovation, corporate governance and

supplier-customer relationships. Journal of Manufacturing Technology, 19 (5), 576-

590.

Cardello, A. V. (1994). Consumer expectations and their role in food acceptance. In

H. J. H. MacFie, & D. M. H. Thompson, Measurement of food preferences (pp. 253-

297). London: Blackie Academic Press.

CCFRA. (2007). Product Development Guide. Campden & Chorleywood Food

Research Association.

Cespedes, F. V. (1993). Co-ordinating sales and marketing in consumer goods firms.

Journal of Consumer Marketing, 10 (2), 37-55.

Chakrabarti, A.K. (1974). The role of champions in product innovation. California

Management Review, 17, 158-62.

Charmaz, K., (2003) Grounded theory, in: J.A. Smith (Ed) Qualitative Psychology: a

practical guide to research methods, Thousand Oaks, Sage.

Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and

Profiting from Technology. Boston, MA: Harvard Business School Press.

Chesbrough, H. (2004). Managing Open Innovation. Research Technology

Management, 47 (1), 23-26.

Chisnall, P. (1992) Marketing Research. Maidenhead UK, McGraw Hill.

Christensen, C.M. (1997). The Innovator's Dilemma: When New Technologies Cause

Great Firms to Fail. Cambridge, MA: HBS Press.

351

Christensen, C. M., Heiner, B., Rudy, R., and Sadtler, T. M. (2006). Disruptive

Innovation for Social Change. Harvard Business Review, 84 (12), 94-101.

Christensen, C.M., and J.L. Bower. (1996). Customer Power, Strategic Investment,

and the Failure of Leading Firms. Strategic Management Journal, 17, 197-218.

Chung, S., Kim, G.M. (2002). Performance effects of partnership between

manufacturers and suppliers for new product development: the supplier’s standpoint.

Research Policy, 32 (4), 587-603.

Churchill, Jr., Gilbert A. and Dawn Iacobucci (2005), Marketing Research:

Methodological Foundations, 9th ed., Mason, OH: Thomson Learning.

Churchill, G. A., & Lacobucci, D. (2005). Marketing Research: Methodological

Foundations (9th ed.). Mason, Ohio: Thomson South-Western.

Ciappei, C., and Simoni, C. (2005). Drivers of new product success in the Italian

sport

shoe cluster of Montebelluna. Journal of Fashion Marketing and Management,

9 (1): 20-42.

Clark, K., and Fujimoto, T. (1991). Product development performance. Boston MA:

Harvard Business School Press.

Cockburn, I. M., and Henderson, R. M. (1998). Absorptive Capacity, Coauthoring

Behavior, and the Organization of Research in Drug Discovery. The Journal of

Industrial Economics, 46 (2), 157-182.

Cohen, W. M., and Levinthal, D. A. (1990). Absorptive capacity: A new perspective

on learning and innovation. Administrative Science Quarterly, 35 (1), 128-152.

Coles, R. C., and Beharrell, B. (1990). Packaging Innovation in the Food Industry.

British Food Journal, 92 (9), 21-32.

Coles, R. C. and Beharrell, B. (2007). Packaging innovation in the Food Industry. The

British Food Journal, 92 (2), 21-32.

352

Connolly, A., and Davidson, L. (1996). How does design affect decisions at point of

sale? Journal of Brand Management, 4 (2), 100-107.

Consumer Trends, 2008, National Statistics website HMSO, Keynote. Cited in Mintel,

Food Industry Report, 2010 (p. 7).

Conway, S., and Steward, F. (2009). Managing and shaping innovation. UK: Oxford

University Press.

Cooper, R. G. (1988). Predevelopment activities determine new product success.

Industrial Marketing Management, 17 (3), 237-247.

Cooper, R. G. (1993). Winning at new products: Accelerating the process from idea

to launch. Reading, MA: Addison-Wesley.

Cooper, R. G. (1994). New Products: The Factors that Drive Success. International

Marketing Review, 11 (1), 60-76.

Cooper, R. G. (1994). Perspective third-generation new product processes. Journal

of Product Innovation Management, 11 (1), 3-14.

Cooper, R. G. (1999). The Invisible Success Factors in Product Innovation. Journal

of Product Innovation Management, 16 (2), 115-133.

Cooper, R. G. (2001). Winning at New Products. Cambridge MA: Perseus

Publications.

Cooper, R. G. (2008). Perspective: The Stage-Gate Idea-to-Launch Process -

Update, What’s New, and NexGen Systems. Journal of Product Innovation

Management, 25 (3), 213-232.

Cooper, R. G., and Edgett, S. J. (2008). Maximizing product in product innovation.

Research Technology Management, 51 (2), 47-58.

Cooper, R. G., Edgett, S. J., and Kleinschmidt, E. J. (1998). Portfolio Management

for New Products. Reading, MA: Addison-Wesley Publishing Company.

353

Cooper, R. G., Edgett, S., and Kleinschmidt, E. (2001). Portfolio management for

new product development: results of an industry practices study. R&D Management,

31 (4), 361-381.

Cooper, R. G., Edgett, S. J., and Kleinschmidt, E. J. (2002). Optimising the Stage-

Gate Process: What Best-Practice Companies do - I. Research Technology

Management, 45 (5), 21-27.

Cooper, R. G., and Kleinschmidt, E. J. (1986). An investigation into the new product

process: Steps, deficiencies, and impact. Journal of Product Innovation

Management, 3 (2), 71-85.

Cooper, R. G., and Kleinschmidt, E. J. (1991). New Product Processes at Leading

Industrial Firms. Industrial Marketing Management, 10 (2), 137-147.

Cooper, R. G., and Kleinschmidt, E. J. (1993). New Product Success in the Chemical

Industry. Industrial Marketing Management, 22 (2), 85-99.

Cooper, R. G., and Kleinschmidt, E. J. (1994). Determinants of timeliness in product

development. Journal of Product Innovation Management, 11 (5), 381-396.

Cooper, R. G., and Kleinschmidt, E. J. (2000). New Product Performance: What

Distinguishes the Star Products. Australian Journal of Management, 25 (1), 17-45.

Cooper, R. G., and Kleinschmidt, E. J. (2007). Winning Business in Product

Development: The Critical Success Factors. Research-Technology Management, 50

(3), 52-66.

Cooper, R.G., and Mills, M.S. (2005). Succeeding at New Product Development the

P&G way: A key element is using the ―Innovation Diamond. PDMA Visions, 24 (4),

8-13.

Corbin, J. and Strauss, A. (2008) Basics of qualitative research (3rd Ed). Thousand

Oaks California, Sage.

Corstjens, J., and Corstjens, M. (1995). Store Wars. West Sussex: John Wiley &

Sons.

354

Cosmos Corporation (1983) Case studies and organizational innovation:

strengthening the connection. Bethesda, MD: Author.

Costa, A.I.A., M. Dekker, R.R. Beumer, F.M. Rombouts and W.M.F. Jongen (2001b).

A consumer-oriented classification system for home meal replacements. Food

Quality and Preference, 12, 229-242.

Costa, A. I. A., Dekker, M., and Jongen, W. M. F. (2001). Quality function deployment

in the food industry: a review. Trends in Food Science and Technology, 11 (9), 306–

314.

Costa, A. I. A., and Jongen, W. M. F. (2006). New insights into consumer-led food

product development. Trends in Food Science & Technology, 17 (8), 457-465.

Crawford, M. and Di Benedetto, A. (2003). New Products Management, (7th ed.).

New York: McGraw-Hill.

Crawford, M. and Di Benedetto, A. (2007). New Products Management. Boston:

McGraw-Hill.

Creusen, M. E. H. (2011). Research Opportunities Related to Consumer Response

to Product Design. Journal of Product Innovation Management, 48 (3), 405-408.

Creusen, M. E. H., and Schoormans, J. P. L. (2005). The different roles of product

appearance in consumer choice. Journal of Product Innovation Management, 22 (1),

63–81.

Crockett, J. G. (1969). The new products manager. Food Technology, 23 (25).

Dahan, E., and Hauser, J. R. (2001). Product development—managing a dispersed

process. In B. Weitz, R. & Wensley, (Eds.) Handbook of marketing,

(http://mitsloan.mit.edu/vc/)

Davis, R.E. (1993). From experience: the role of market research in development of

new

consumer products. Journal of Product Innovation Management, 13 (10), 309-317.

355

Dawson, J. A. (2000). Retailing at Century End: Some Challenges for Management

and Research. International Review of Retail, Distribution and Consumer Research,

10 (2), 119-148.

Daymon, C. & Holloway, I. (2002) Qualitative research methods in Public Relations

and Marketing Communications. London: Routledge.

De Rooij, J. (2000). The consumer of the 21st century. In: Boekestein, A., P.

Diederen, W.M.F. Jongen, R. Rabbinge, and H. Rutten (Eds.). Towards an agenda

for agricultural research in Europe. (pp. 171-175). Wageningen Pers, Wageningen.

De Rouffignac, P. (1990). How to Sell in Europe. Pitman: London.

Dey, I. (1999) Constructing grounded theory, San Diego, CA: Academic press.

Dekker, M., & Linnemann, A. R. (1998). Product development in the food industry. In

W. M. F. Jongen, & M. T. J. Meulenberg (Eds.), Innovation of Food Production

Systems. Product Quality and Consumer Acceptance. Netherlands: Wageningen

Pers.

Di Beneditto, C.A. (1999). Identifying the key success factors in new product launch.

Journal of Product Innovation Management, 16 (6), 530-44.

Dick, A., Jain, A., and Richardson, P. (1996). How consumers evaluate store brands.

Journal of Product & Brand Management, 5 (2), 19-28.

Dimancescu, D., and Dwenger, K. (1996). World Class New Product Development.

New York: American Management Association.

Deasy, D. (2000). Express Brand Personality–Let Your Package Do the Talking.

Brand Packaging Magazine [on line], March/April, <

http://www.cheskin.com/p/ar.asp?mlid=7&arid=26&art=1>.

Deliza, R., & MacFie, H. (2001). Product packaging and branding. In L. J. Frewer, E.

Risvik, & H. N. J. Schifferstein (Eds.), Food, people and society: A European

perspective of consumers’ food choices (pp. 55–72). Berlin: Springer.

356

Denzin, N. K., & Lincoln, Y S. (1994). Introduction: Entering the field of qualitative

research. In N. K. Denzin & Y. S. Lincoln (Eds.), Handbook of qualitative research

(pp. 1-17). Thousand Oaks, CA: Sage.

Deshpande, R. ’Paradigms Lost’: On Theory and Method in Research in Marketing,

Journal of Marketing, 47(4) (Autumn, 1983): 101-110.

Dewsnap, B., and Jobber, D. (2003). Re-thinking Marketing Structures in the Fast

Moving Consumer Goods Sector: An Exploratory Study of UK Firms. Working Paper.

Ditcher, E. The Package and Label. London: Packaging Carton Research Council,

1957.

Dosi, G., Llerena, P., and Labini, M. S. (2006). The relationships between science,

technologies and their industrial exploitation: An illustration through the myths and

realities of the so-called ‘European Paradox’. Research Policy, 35 (10), 1450-1464.

Dreze, X., Hoch, S. J., and Purk, M. E. (1994). Shelf Management and Space

Elasticity. Journal of Retailing, 70 (4), 301-326.

Durisin, B., Calabretta, G., Parmeggiani, V. (2010). The Intellectual Structure of

Product Innovation Research: A Bibliometic Study of the Journal of Product

Innovation Management, 1984-2004. Journal of Product Innovation Management, 27

(3), 437-451.

Dyer, W.G. and Wilkins, A.L. (1991) Better stories not better constructs, to generate

better theory: a rejoinder to Eisenhardt, Academy of management review, 16(3), 613-

619.

Earle, M. D. (1997a). Changes in the food product development process. Trends in

Food Science and Technology, 8 (1), 19–24.

Earle, M. D. (1997b). Innovation in the food industry. Trends in Food Science and

Technology, 8 (1), 166–175.

357

Earle, M.D., Reid, F., King, D.W., Tate, G., and Newton, G. (1968). Product

Development and Marketing. Food Technology in New Zealand 3 (1), 11-24.

Earle, M.D. and R.L. Earle (1997). Food industry research and development. In:

Wallace, L.T. and W.R. Schroder (Eds.). Government and the food industry

economic and politics. (pp. 125-140). Kluwer, Boston.

Earle, T. C., Siegrist, M., and Gutscher, H. (2007). Trust, risk perception, and the

TCC model of cooperation. In M. Siegrist, T. C. Earle, & H. Gutscher (Eds.), Trust in

cooperative risk management: Uncertainty and scepticism in the public mind (pp.

1e49). London: Earthscan.

Eastman, J.K., Eastman, A.D. and Eastman, K.L. (2002) Insurance sales agents and

the internet: the relationship between opinion leadership, subjective knowledge, and

internet articles. Journal of Marketing Management, 18: 259–285.

Eder, W. E. (1998). Design modeling - a design science approach (and why does

industry not use it?). Journal of Engineering Design, 9 (4), 355-371.

Eilbert, K.W. and Lafroza, V. (2005) Working together for community health - a model

and case studies. Evaluation and program planning, 28: 185-199.

Eisenhardt, K. (1989). Building theories from case study research, Academy of

Management Review, 14(4): 532-550.

Eppinger, S. (2011). The Fundamental Challenge of Product Design. Journal of

Product Innovation Management, 28 (3), 399-400.

Ernst & Young/ACNielsen, Efficient Product Introductions: The Development of

Value-creating Relationships, ECR Europe, 1999.

Ettlie, J.E., Bridges, W.P., and O'Keefe, R.D. (1984). Organisation strategy and

structural differences for radical versus incremental innovation. Management

Science, 30 (6), 682-695.

Ettie, J. E., and Elsenbach, J. M. (2007). Modified Stage-Gate Regimes in New

Product Development. Journal of Product Innovation Management, 24 (1), 20-33.

358

Eveleens, C. (2010). Innovation management; a literature review of process models

and their implications.

Euromonitor. (2011). “International Report on Soft Drinks in the UK”, Country Market

Insight, Industry Overview, 16th Feb 2011.

Euromonitor. (2011). Packaged Food in the UK, Euromonitor International, Nov.

2011. Available from: http://www.euromonitor.com/packaged-food-in-the-united-

kingdom/report

Euromonitor International. (2010). “Grocery Retailing in the UK”, report, 2010.

Fairlie-Clarke, T., and Muller, M. (2003). An activity model of the product

development process. Journal of Engineering Design, 14 (3), 247-27.

Feagin, J.R., Anthony M.O., and Sjoberg, G. (1991) A Case for the Case Study.

Chapel Hill: University of North Carolina Press.

Ferguson, N., and Browne, J. (2001). Issues in End-of-life Product Recovery and

Reverse Logistics. Production Planning and Control, 12 (5), 534–47.

Fernie, J., Fernie, S., and Moore, C. (2003). Principles of Retailing. Oxford:

Butterworth Heinemann.

Filippini, R., Salmaso, L., and Tessarolo, P. (2004). Product Development Time

Performance: Investigating the Effect of Interactions between Drivers. Journal of

Product Innovation Management, 21 (3), 199-214.

Financial Times. (1995). “Not so much choice, please”, 30 November, p. 26.

Fine, C.H. (1998) Clockspeed: Winning Industry Control in the Age of Temporary

Advantage. Reading MA: Perseus Books.

Finger, S., and Dixon, J. R. (1989). A review of research in mechanical engineering

design. Part I: Descriptive, prescriptive, and computer-based models of design

processes. Research in Engineering Design, 1 (1), 51-67.

359

Flick, U. (1998). An Introduction to Qualitative Research. SAGE Publications.

Flick, U. (2009) An introduction to qualitative research, 4th Ed., Sage, London.

Graue, M.E. & Walsh, D.J. (1998). Studying children in context: Theories, methods &

ethics. Thousand Oaks: Sage Publications. Gersick, 1988.

Flyvbjerg, B. (2004) Five misunderstandings about case-study research, Qualitative

research practice, London, 240-434.

Folstar, P. (2004). Managing knowledge for new product development. Book

Chapter. In press.

Food and Drink Packaging Trends (2012) (sourced online from Mintel Oxygen: July

18 2012)

Fornari, D. Grandi, S., and Fornari, E. (2009). The role and management of product

innovation in retailer assortments: evidence from the Italian FMCG market. The

International Review of Retail, Distribution and Consumer Research, 19 (1), 29-43.

Ford, D., and McDowell, R. (1999). Managing business relationships by analyzing the

effects and value of different actions. Industrial Marketing Management, 28 (5), 429–

442.

Ford, D. N., and Sternman, J. D. (1998a). Dynamic modelling of product

development processes. Systems Dynamics Review, 14 (1), 31–68.

Ford, D. N., and Sternman, J. D. (1998b). Expect knowledge elicitation to improve

formal and mental models. System Dynamics Review, 14 (4), 309-340.

Francis, M. (2002). Understanding Lower Innovation Product Development

Processes in the UK Fast Moving Consumer Goods Sector, PhD Thesis, Cardiff

Business School, Cardiff, July.

Francis, M. (2004) ‘New Product Development and IT in Food Supply Chain

Management: The Case of Tesco’, in M. Bourlakis and P. Weightman (eds) Food

Supply Chain Management, pp. 153–64. London: Blackwell.

360

Francis, M. (2006). Stage model research in the UK fast moving consumer goods

industry. International Journal of Logistics Research and Applications, 9 (4), 351-368.

Francis, M., Dorrington, P., Hines, P., and Found, P. (2006). Supplier-led NPD

Process Improvement in the UK FMCG Industry: Need and Method. Paper presented

at the 11th International Symposium on Logistics, Beijing, July.

Francis, M., Dorrington, P., and Hines, P. (2008). Supplier-led New Product

Development Process Improvement in the UK Fast Moving Consumer Goods

Industry. International Journal of Innovation Management, 12 (2), 195–222.

Francis ,M. (2009). Private label new product development process improvement in

the UK fast moving consumer goods industry, International Journal of Innovation

Management, Vol.13, No.2, pp.467-499.

Frankfort-Nachmias, C. & Nachmias, N. (1992) Research methods in the social

sciences. Worth Publishers, UK.

Fransoo, J.C. and Werner, G.M.M. (1994) A typology of production control situations

in process industries, Production Control Situations, Vol. 14, No. 12, pp. 47-57.

Freeman, J. (1982). Organizational lifecycles and natural selection processes”. pp 1-

32 in Staw, B. & Cummings, L. (Eds.). (1982) Research in Organizational Behaviour,

Greenwich CT: JAI Press.

Frey, A. W., and Albaum, G. (1948). ‘Packaging’, in The Marketing Handbook,

Section 6. New York: Ronald Press.

Friedman, Martin (1990), "98,900 New Products Later: The Major Packaged Goods

Marketing Trends Noted in New Product News 1964-1989," New Product News,

(April 8), II.

Frost, R. B. (1999). Why Does Industry Ignore Design Science? Journal of

Engineering Design, 10 (4), 301-304.

361

Fryer, P. J., and Versteeg, C. (2008). Process technology innovation in the food

industry. Innovation: management, policy & practice, 10, 74-90.

Fujimoto, T. (2001). Modularisation in the auto industry: interlinked multiple

hierarchies of product, production and supplier systems. International Journal of

Automotive Technology and Management, 1 (4), 370-396.

Fuller, G. W. (1994). New food product development from concept to marketplace.

USA: CRC Press.

Fuller, G. W. (2004). New Food Product Development: From Concept to

Marketplace, 2nd Edition. Florida: CRC Press.

Fuller, G. W. (2011). New Food Product Development: From Concept to

Marketplace, 3rd Edition. Florida: CRC Press.

Galizzi, G., and Venturini, L. (1996). Economics of Innovation: The Case of the Food

Industry. Heidelberg: Physica-Verlag.

Garber, L.L., Burke, R.R., and Jones, J.M. (2000). ‘The Role of Packaging Color in

Consumer Purchase Consideration and Choice’, Working paper. Cambridge, MA:

Marketing Science Institute.

Garcia-Arca, J., and Prado, J. C. P. (2008). Packaging design model from a supply

chain approach. Supply Chain Management: An Internation Journal, 13 (5), 375-380.

Gebala, D. A., and Eppinger, S. D. (1991). “Methods for Analyzing Design

Procedures”, findings from The 3rd International Conference on Design Theory and

Methodology, 1991.

Gehlhar, M. J., Regmi, A., Stefanou, S. E., and Zoumas, B. L. (2009). Brand

leadership and product innovation as firm strategies in global food markets. Journal

of Product & Brand Management, 18 (2), 115 - 126

Gelperowic, R., and Beharrell, B. (1994). Healthy Food Products for Children:

Packaging

and mothers purchase decisions. British Food Journal, 96 (11), 4-9.

362

Gemunden, H., Heydebreck, P., and Herden, R. (1992). Technological

interweavement: a means of achieving innovation success. R&D Management, 22

(4), 359-376.

Gerring, J. (2010) What is a case study and what is it good for? The American

political science review, 98(2): 341-354.

Gioia, D.A. and Pitre, E. (1990) Multiparadigm Perspectives on Theory Building, The

Academy of Management Review, 15(4). Oct., 1990: 584-602.

Glaser, B.G. (1978) Theoretical Sensitivity: Advances in the methodology of

Grounded Theory. Sociology Press.

Glaser, B. and Strauss, A. (1967) The Discovery of Grounded theory, Chicago,

Aldine.

Godin, B. (2004). The new economy: What the concept owes to the OECD.

Research Policy, 33 (5), 579-690.

Goffman, A., Moskowitz, H. R. and Mets, T. (2010). Accelerating structured

consumer-driven package design. Journal of Consumer Marketing, 27 (2), 157-168.

Gofman, A. (2007), Consumer Driven Multivariate Landing Page Optimization:

Overview,

Issues and Outlook, The IPSI BgD Transactions on Internet Research, 3 (2), pp. 7-9.

Gomes, R.C. and Gomes, L.O.M. (2009) Depicting the arena in which Brazilian local

government authorities make decisions – what is the role of stakeholders?

International Journal of Public Sector Management, 22(2), 76–90.

Gonzalez, M. P., Thorhsbury, S., and Twede, D. (2007). Packaging as a tool for

product development: Communicating value to consumers. Journal of Food

Distribution Research, 38 (1), 61-66.

363

Gosling, R. and Taylor, S. (2010) International programme guide for Economics,

Management, Finance and the Social Sciences, 2011. Principles of sociology.

Department of Sociology, University of London, Accessed (April, 2012)

from: www.londoninternational.ac.uk/current_students/programme_resources/lse

/index.shtml

Graf, E., and Saguy, I. S. (1991). Food Product Development: From Concept to the

Marketplace. Maryland: Aspen Publishers.

Grandori, A., and Kogut, B. (2002). Dialogue on Organization and Knowledge.

Organization Science, 13 (3), 224-231.

Grantano, D., Branco, G. F., Nazzaro, F., Cruz, A. G., and Faria, J. A. F. (2010).

Functional Foods and Nondairy Probiotic Food Development: Trends, Concepts, and

Products. Comprehensive Reviews in Food Science and Food Safety, 9 (3), 292-302.

Graves, A. (1987). “Comparative Trends in Automotive Research and Development”,

DRC Discussion Paper No. 54, Science Policy Research Unit, Sussex University,

Brighton, Sussex.

Gray, V., and Guthrie, J. (1990). Ethical issues of environmentally friendly packaging.

International Journal of Physical Distribution & Logistics Management, 20 (8), 31-36.

Griffin, A. (1997). PDMA Research on New Product Development Practices:

Updating Trends and Benchmarking Best Practices. Journal of Product Innovation

Management, 14, 429-458.

Grossman, R. P. and Wisenblit, J. Z. (1999). What we know about consumers’ color

choices. Journal of Marketing Practice: Applied Marketing Science, 5 (3), 78–88.

Grunert, K. G., Baadsgaard, A., Larsen, H. H., and Madsen, T. K. (1996). Market

orientation in food and agriculture. Boston, MA: Kluwer.

Grunert, K. G., and Valli, C. (2001). Designer-made meat and dairy products:

consumer-led product development. Livestock Production Science, 72 (2), 83-98.

Gummesson, E. (2005) Qualitative research in marketing: road-map for a wilderness

364

of complexity and unpredictability. European Journal of Marketing, 39(3/4), 309–327.

Gupta, A. K., Raj, S. P., Wilemon, D. (1986). A Model for Studying the R&D-

Marketing Interface in the Product Innovation Process. Journal of Marketing, 50 (2),

7-17.

Hage, J. (1980). Theories of Organizations. New York: John Wiley & Sons.

Hancock (2003), in Trott, P. (2008). Innovation Management and New Product

Development. Essex: Pearson Education Limited.

Hanlon, J.F. (1984). Handbook of Package Engineering, 2nd ed. New York, NY:

McGraw-Hill.

Hanna, K.S. (2005) Planning for sustainability, Journal of the American Planning

Association, 66: 398-410.

Hannan, M., and Freeman, J. (1984). Structural inertia and organizational change.

American Sociological Review, 49, 149-164.

Hansen, M. T., and Birkinshaw, J. (2007). The Innovation Value Chain. Harvard

Business Review, 85 (6), 121-130.

Harmsen, H. (1994). Tendencies in product development in Danish food companies:

Report of a qualitative analysis. Working paper, Aarhus School of Business.

Harris, J. M. (2002). Food Product Introductions Continue to Decline in 2000. Food

Review, 25 (1), 24-28.

Hart, S. J., and Baker, M. J. (1994). The Multiple Convergent Processing Model of

New Product Development. International Marketing Review, 11 (1), 77-92.

Hawkes, C. (2010). Food packaging: the medium is the message. Public Health

Nutrition, 13 (2), 297-299.

Hauser, J., Tellis, G. J., and Griffin, A. (2005). Research on Innovation: A Review

and Agenda for “Marketing Science”. Marketing Science, 25 (6), 687-717.

365

Hellstrom, D. and Saghir, M. (2006). Packaging and logistics interactions in retail

supply chains packaging. Packaging Technology and Science, 20 (3), 197-216.

Hine, T. (1995). The total packaging: The secret history and hidden meanings of

boxes, bottles, cans and other persuasive containers. New York, NJ: Little Brown.

Hoban, T. J. (1998). Improving the success of new product development. Food

Technology, 52 (1), 46-49.

Hobday, Rush & Bessant, J. (2004) Approaching the innovation frontier in Korea: the

transition phase to leadership, Research Policy, 33(10), Dec. 2004, 1433-1457.

Hoecht, A (2005), Managing trust and the risk of information leakage in collaborative

research and technology development: results from a case study in a specialist

chemicals industry, in: Bijlsma-Frankema, K & Klein Woolthuis, R (Eds), Trust under

Pressure. Empirical Investigations of Trust and Trust Building in Uncertain

Circumstances, Cheltenham: Edward Elgar, pp.105-126

Hoegg, J., and Alba, J. W. (2011). Seeing is Believing (Too Much): The Influence of

Product Form on Perceptions of Functional Performance. Journal of Product

Innovation Management, 28 (3), 346-359.

Hollingsworth P. (1995). Snack food. Food Technology, 49 (10), 58–62.

Holmes, A. W. (1968). The control of research for profit. Br. Food Manuf. Ind. Res.

Assoc. Tech. Circ., 412.

Holmes, A. W. (1977). Securing innovation in the food industry. Br. Food Manuf. Ind.

Res. Assoc. Tech. Circ., 636.

Hong, S. K., and Schniederjans, M. J. (2000). Balance concurrent engineering

environmental factors for improved product development performance. International

Journal of Production Research, 38 (8), 1779-1800.

Hood, L. L., Lundy, R. J., and Jonson, D. T. (1995). New Product Development:

North American Ingredient Supplier’s Role. British Food Journal, 97 (3), 12-17.

366

Huber, G. P. (1991). Organizational learning: The contributing processes and the

literatures. Organization Science, 2 (1), 88-114.

Huber, J., and McCann, J. (1982). The Impact of Inferential Beliefs of Product

Evaluations. Journal of Marketing Research, 19 (3), 324-333.

Hughes, D., and Merton, I. (1996). “Partnership in produce”: the J Sainsbury

approach to managing the fresh produce supply chain. Supply Chain Management:

An International Journal, 1 (2), 4-6.

Husserl, E. (1946) "Remarks about the Phenomenological Program." In Philosophy

and Phenomenological Research. 6: 1-10.

Hyvonen, S., and Tuominen. (2007). Channel collaboration, Market orientation and

performance Advantages: Discovering developed and emerging markets.

International Review of Retail. Distribution and Consumer Research, 17 (5), 423-445.

IGD report prepared by Cranfield University (2008). Evidence on the role of supplier-

retailer trading relationships and practices in waste generation in the food chain, 10-

11.

Iiori, M. O., Oke, J. S., and Sanni, S. A. (2001). Management of new product

development in selected food companies in Nigeria. Technovation, 20 (6), 333–342.

Institute of Logistics and Distribution Management (ILDM) (1993) Logistics and the

Environment. Corby: ILDM, cited in G. Prendergast and L. Pitt (1996) ‘Packaging,

Marketing, Logistics and The Environment: Are There Trade-offs?’, International

Journal of Physical Distribution and Logistics Management 26(6): 60–72.

Isabella, L. A. (1990). Evolving interpretations as change unfolds: How managers

construe key organizational events. Academy of Management Journal, 33: 7–41.

Issues Paper (1997) ‘Packaging: Its Essential Role’, Packaging Council of Australia,

February 1997, Issue No.14, URL (consulted March 2009):

www.packcoun.com.au/issues/issues14.html.

367

Jaeger, S. R., Rossiter, K. L., Wismer, W. V., and Harker, F. R. (2003). Consumer-

driven product development in the kiwifruit industry. Food Quality and Preference, 14

(3), 187-198.

Jewson, D. (1991). “Consumer research”, in Graf, E. and Saguy, S.I., Food Product

Development from Concept to the Market Place, Chapman and Hall, London.

Jick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in

action. Administrative Science Quarterly, 24, 602-611.

Johne, A., and Snelson, P. (1988). Auditing product innovation activities in

manufacturing firms. R&D Management, 18 (3), 227-233.

Johnsson, M. (1998). “Packaging logistics - a value added approach”, doctoral

dissertation, Department of Engineering Logistics, Lund Institute of Technology, Lund

University, Lund.

Johansson, K., Lorentzon, A., Olsmats, C. and Tiliander, L. (1997), Packaging

Logistics, Packforsk, Stockholm.

Jongen, W.M.F. (1995). Op functionele wijze naar een gezonde toekomst. Inaugural

address Wageningen University, Wageningen, 33 p. (in Dutch).

Johnston, W. J., Leach, M. P., & Liu, A. H. (1999). Theory testing using case studies

in business-to-business research. Industrial Marketing Management, 28(3),

Jousse, F. (2008). Modeling to Improve the Efficiency of Product and Process

Development. Comprehensive Reviews in Food Science and Food Safety, 7 (1), 175-

181.

Kassaye, W. W., and Verma, D. (1995). Balancing Traditional Packaging Functions

With The New ‘Green’ Packaging Concerns. SAM Advanced Management Journal,

57 (4), 15-23.

Katz, F. (1998). How major core competencies affect development of hot new

products. Food Technology, 52 (12), 46–52.

368

Kedia, B. L., and Bhagat, R. S. (1988). Cultural Constraints on Transfer of

Technology across Nations: Implications for Research in International and

Comparative Management. The Academy of Management Review, 13 (4), 559-571.

Keller, K.L. (1991). Conceptualising, measuring and managing customer-based

brand equity, Working Paper, No. 91-123, Marketing Science Institute, October.

Kelly, P., and Kranzberg, M. (1975). Technological innovation: A critical review of

current knowledge. Vol. 1: Literature Survey (PB 242550/AS). Vol. 2: Commissioned

Papers (PB 242551/AS). Atlanta: Georgia Institute of Technology. Available from the

National Technical Information Service.

KeyNote/Mintel. (2010) Food Industry, Market Review, 20th Ed., 2010.

Kim, L. (1998) Crisis construction and organizational learning: Capability building in

catching-up at Hyundai Motor. Organization Science, 9, pp. 506-521.

Kitchen, R and Tate, N (2000) Conducting research into human geography: theory,

methodology and practice. Prentice Hall, Harlow

Kleinschmidt, E. J., and Cooper, R. G. (1991). The impact of product innovativeness

on performance. Journal of Product Innovation Management, 8 (4), 240-251.

Kline, S. J., and Rosenberg, N. (1986). “An Overview of Innovation”, in The Positive

Sum Strategy: Harnessing Technology for Economic Growth. Washington: National

Academy Press.

Knox, B., Parr, H., and Bunting, B. (2001). “Model of ‘best practice’ for the food

industry”, Proceeding of the British Nutrition Society, 60, 169a.

Koene. (1988). logistick in de procesindustrie, Tijdschrift voor Inkoop en Logistiek,

jrg. 4, No. 12 (Dutch)

Koudal, P. Coleman, G.C. (2005) "Coordinating operations to enhance innovation in

the global corporation", Strategy & Leadership, 33 (4), 20–32.

369

Kornblau, C. (1961). Packaging and supermarkets: the package in the marketplace,

American marketing association, in Baker, GL (ed.), Chicago.

Koza, M. P., and Lewin, A. Y. (1998). The Co-Evolution of Strategic Alliances.

Organization Science, 9 (3), 255-264.

Kotler, P. (2006). Alphabet Soup. Marketing Management, 15 (2), 51.

Kotler, P. R., and Armstrong, G. (1991). Principles of Marketing. Englewood Cliffs,

NJ: Prentice-Hall.

Kotler, P. R., and Armstrong, G. (2007). Principles of Marketing. USA: Prentice-Hall.

Koufteros, X., Vonderembse, M., and Jayaram, J. (2005). Internal and external

integration for product development: the contingency effects of uncertainty,

equivocality, and platform strategy. Decision Sciences, 36 (1), 97-133.

Kristensen, K., Ostergaard, P., and Juhl, H. J. (1998). Success and failure of product

development in the Danish food sector. Food Quality and Preference, 9 (5), 333-342.

Kuvykaite, R. (2001). Gaminio marketingas. Kaunas: Technologija.

Kuvykaite, R. Dovaliene, A., and Navickiene, L. (2009). Package Elements on

Consumer’s Purchase Decision. Economics and Management, 14, 441-447.

Koss, J (2007) “Beverage Packaging Overview”, Beverage World, Sept 2007.

Lager, T. (2000). A new conceptual model for the development of process

technology in Process Industry. International Journal of Innovation Management, 4,

319-346.

Lager, T., and Blanco, S. (2010). The Commodity Battle: a product-market

perspective on innovation resource allocation in the Process Industries. International

Journal of Technology Intelligence and Planning, 6 (2), 128-150.

Lambert, D.M. (2008). Supply Chain Management: Processes, Partnerships,

Performance. Sarasota, FL: Supply Chain Management Institute.

370

Lange, J. and Wyser, Y. (2012) Recent Innovations in barrier technologies for plastic

packaging- a review, Packaging Technology and Science, 16(4), 149-158.

Lane, P. J., Koka, B. R., Pathak, S. (2006). The Reification of Absorptive Capacity: A

Critical Review and Rejuvenation of the Construct. The Academy of Management

Review, 31 (4), 833-863.

Lane, P.J., and Lubatkin, M. (1998). Relative Absorptive Capacity and

Interorganizational Learning. Strategic Management Journal, 19, 461–477.

Larry, H., and Sakkab, N. (2006). Connect and Develop. Harvard Business Review,

84 (3), 58-66.

Laseter, T. M., and Ramdas, K. (2002). Product types and supplier roles in product

development: an exploratory analysis. IEEE Transactions on Engineering

Management, 49 (2), 107-118.

Laursen, K., and Salter, A. (2006). Open for innovation: the role of openness in

explaining Innovation performance among U.K. manufacturing firms. Strategic

Management Journal, 27 (2), 131-150.

Lawson, B., Petersen, K. J., Cousins, P. D., and Handfield, R. B. (2009). Knowledge

Sharing in Interorganizational Product Development Teams: The Effect of Formal

and Informal Socialization Mechanisms. Journal of Product Innovation Management,

26 (2), 156-172.

Lawson, R. and Wall, S. (1993). “Consumer perceptions of packaging materials” in

Emerging Issues in Marketing, Proceedings of UK Marketing Educators Conference,

Loughborough, 594-595.

Layder, D (1998). Sociological practice: linking theory and social research. Sage,

London.

Lee, S., and Lye, S. (2003). Design for manual packaging. International Journal of

Physical Distribution & Logistics Management, 33 (2), 163-189.

371

Leonard-Barton, D. (1992). The factory as a learning laboratory. Sloan Management

Review, 34 (1), 23-38

Leifer, R., McDermott, C., Colarelli, G. Peters, L.S., and Price, M. (2000) Radical

Innovation: How Mature Companies Can Outsmart Upstarts. Harvard Business

School Press.

Lewis, M. (1991), Understanding Brands, Kogan Page, London.

Levinthal, D. (1991) Organizational adaptation and environmental selection:

Interrelated processes of change. Organization Science, 2, 140-145.

Levinthal, D. (1997) Adaptation on rugged landscapes, Management Science, 43, 7:

934-950.

Levinthal, D., and March, J. G. (1993). The myopia of learning. Strategic

Management Journal, 14, 95-112,

Levy, S. (1988). Information technologies in universities: An institutional case study.

Unpublished doctoral dissertation, Northern Arizona University, Flagstaff.

Lindgreen, A., and Wynstra, F. (2005). Value in business markets: What do we

know? Where are we going? Industrial Marketing Management, 34 (7), 732-748

Lin, J., Chai, K. H., Wong, Y. S., and Brombacher, A. C. (2008). A dynamic model for

managing overlapped iterative product development. European Journal of

Operational Research 185 (1), 378-392.

Lincoln, Y.S. and Guba, E.G. (1985) Naturalistic Inquiry, Beverly Hills, CA: Sage.

Linn, R. A. (1984). Product Development in the Chemical Industry: A Description of a

Maturing Business. Journal of Product Innovation Management, 1 (2), 116-128.

Linneman, A. R., Meerdink, G., Meulenberg, M. T. G., and Jongen, W. M. F. (1999).

Consumer-oriented technology development. Trends in Food Science & Technology,

9 (12), 409-414.

372

Littler, D. Leverick, F., and Bruce, M. (1995). Factors affecting the process of

collaborative product development: a study of UK manufacturers of information and

communications technology products. Journal of Product Innovation Management,

12 (1), 16-23.

Livingstone, S. and Sparks, L. (1994). The new German packaging laws: effects on

firms

exporting to Germany. International Journal of Physical Distribution & Logistics

Management, 24 (7), 15-25.

Lockamy, A. (1995). A Conceptual Framework For Assessing Strategic Packaging

Decisions. International Journal of Logistics Management, 6 (1), 51-60.

Löfgren, M. (2008), Customer satisfaction in the first and second moments of truth,

The

Journal of Product and Brand Management. 17 (7), 463-74.

Lofstrom, S. (2000). Absorptive Capacity in Strategic Alliances: Investigating the

Effects of Individuals’ Social and Human Capital on Inter-firm Learning. Organization

Science Winter Conference, Key- stone, CO.

Lord, J. B. (1999). New product failure and success. In A.L Brody, & J. B. Lord

(Eds.), Developing new food products for a changing marketplace. USA: Technomic

Publishing.

Luchs, M., and Swan, S. (2011). Perspective: The Emergence of Product Design as

a Field of Marketing Inquiry. Journal of Product Innovation Management, 28 (3), 327-

345.

Luo, L., Kannan, P.K.K., and Ratchford, B.T. (2007). New Product Development

under Channel Acceptance. Marketing Science, 26 (2), 149–63.

Lyles, M. A., and Salk, J. E. (1996). Knowledge Acquisition from Foreign Parents in

International Joint Ventures: An Empirical Examination in the Hungarian Context.

Journal of International Business Studies, 27 (5), 877-903.

373

Macfie, H. (1994). Computer Assisted Product Development. World of Ingredients,

October, 44-49.

MacGregor, Arana, J., Parra, I, and Pilar Lorenzo, M. (2006) Supporting new product

creation in the mondragon valley, European Journal of Innovation Management, 9

(4), 418-443.

Mahalik N.P. and Nambiara A.N. (2010). Trends in food packaging and

manufacturing systems and technology. Trends in Food Science & Technology, 21

(3), 117-128.

Markham, S. K., and Griffin, A. (1998). The Breakfast of Champions: Associations

Between Champions and Product Development Environments, Practices and

Performance. Journal of Product Innovation Management, 15 (5), 436-454.

Mark-Herbert, C. (2003). Development and Marketing Strategies for Functional

Foods. AgBioForum, 6 (2), 75-78.

Marin, A. B., Jorgensen, E. M., Kennedy, J. A., and Ferrier, J. (2007). Effects of

Bottle Closure Type on Consumer Perceptions of Wine Quality. American Journal of

Enology and Viticulture, 58 (2), 182-191.

Marshall, D. (1995) Food Choice and the Consumer, Springer, England.

Mattson, P. (1970). Eleven steps to low cost product development. Food Product

Development, 6, 106.

Matusik, S. F., and Hill, W. L. (1998). The Utilization of Contingent Work, Knowledge

Creation, and Competitive Advantage. The Academy of Management Review, 23 (4),

680-697.

McAlexander, J., Becker, B., and Kaldenberg, D. (1993). Positioning health care

services: Yellow Pages advertising and dental practice performance. Journal of

Health Care Marketing, 13, 54-7.

374

McCarthy, I. P., Tsinopoulos, C., Allen, P., and Rose-Anderssen, C. (2006). New

Product Development as a Complex Adaptive Systen of Decisions. Journal of

Product Innovation Management, 23 (5), 437-456.

McDaniel, C., and Baker, R. C. (1977). Convenience Food Packaging and the

Perception of Product Quality. Journal of Marketing, 41 (4), 57-58.

McGoldrick, P. J. (2002). Retail Marketing. London: McGraw-Hill.

Meulenberg, M.T.G. (1996). De levensmiddelenconsument van de toekomst. In:

Markt en consument (NRLO-rapport 96/4), part 1, NRLO, The Hague, 34 p. (in

Dutch).

Meulenberg, M. T. G., and Viaene, J. (1998). “Changing food marketing systems in

western countries”, from Wageningen University.

Miles, M., & Huberman, M. (1984). Qualitative data analysis: A source book for new

methods. Beverly Hills, CA: Sage Publications.

Milling, P. M., and Stumpfe, J. (2010). Product and Process Innovation: A System

Dynamics-Based Analysis of the Interdependencies. Industrieseminar der Universität

Mannheim, 1-11.

Millson, M. R., Raj, S. P., and Wilemon, D. (1992). A survey of major approaches for

accelerating new product development. Journal of Product Innovation Management,

9 (1), 53-69.

Mintel. (2003) in: Wells, L.E., Farley, H. and Armstrong, G.A. (2007) “The importance

of packaging design for own-label food brands”, International Journal of Retail and

Distribution Management, 35 (9), 677-690.

Mintel/Keynote. (2007). Food Retailing, Nov 2007, London: Mintel. Accessible from:

http://academic.mintel.com/display/220285/

Mintel (2009). Consumer Food Packaging – UK. Retrieved June 14, 2011, from:

http://academic.mintel.com/sinatra/oxygen_academic/search_results/show&/display/i

d=479795/display/id=503608#hit1

375

Moery, D. C., Oxley, J. E., and Silverman, B. S. (1996). Strategic Alliances and

Interfirm Knowledge Transfer. Strategic Management Journal, 17, 77-91.

Moisander, J. (2007). Motivational complexity of green consumerism. International

Journal of Consumer Studies, 31 (4), 404-409.

Moscowitz, H. R. (1994). Food concepts and products. Just-in-time development.

Connecticut: Food and Nutrition Press.

Moskowitz H. and Hartmann J. (2008). Consumer research: creating a solid base for

innovative strategies. Trends in Food Science and Technology, 19 (11), 581-589.

Moskowitz, H. R., Saguy, I. S., and Straus, T. (2009). An Integrated Approach to New

Food Product Development. Boca Raton: CRC Press.

Mowery, D. C., and Oxley, J. E. (1995). Inward technology transfer and

competitiveness: the role of national innovation systems. Cambridge Journal of

Economics, 19 (1), 67-93.

Mueller, S., and Szolnoki, G. (2010). The relative influence of packaging, labelling,

branding and sensory attributes on liking and purchase intent: Consumers differ in

their responsiveness. Food Quality and Preference, 21 (7), 774-783.

Mulhern, F. (1997). Retail Marketing: From Distribution to Integration. International

Journal of Research in Marketing, 14, 103–24.

Munsch, K. (2004). Outsourcing Design and Innovation. Research Technology

Management, 47(1), 27–30.

Murray, J. Y., and Chao, M. C. H. (2005). A Cross-Team Framework of International

Knowledge Acquisition in New Product Development Capabilities and New Product

Market Performance. Journal of International Marketing, 13 (3), 54-78.

Nambisan, S. (2002). Designing virtual customer environments for new product

development: Toward a theory. Academy of Management Review, 27 (3),

392-413.

376

Nancarrow, C., Wright, L., and Brace, I. (1998). Gaining competitive advantage from

packaging & labeling in marketing communications. British Food Journal, 100 (2),

110-118.

Nag, R., Corley, K. G., & Gioia, D. A. (2007) The intersection of organizational

identity, knowledge, and practice: Attempting strategic change via knowledge

grafting, Academy of Management Journal, 50: 821–847.

Narver, J. C., Slater, S. F., and Maclachlan, D. L. (2004). Responsiveness and

Proactive Market Orientation and New-Product Success. Journal of Product

Innovation Management, 21 (5), 334-347.

Nelson, R.R, and Winter, S.G. (1982). An Evolutionary Theory of Economic Change.

Harvard University Press.

Nelson, R.R. (2004). The market economy and the scientific commons. Research

Policy 33 (3), 455–471.

Neuman, W.L. (2003). Social Research Methods: Qualitative and Quantitative

Approaches (5th ed.). Boston: Allyn and Bacon.

Nickels, W. G., and Jolson, M. A. (1976). Packaging - the fifth P in the marketing mix.

Advanced Management Journal, 13-21.

Nielsen, T., and Leufven, A. (2008). The effect of modified atmosphere packaging on

the quality of Honeoye and Korona strawberries. Food Chemistry, 107 (3), 1053-

1063.

Nijssen, E., and Frambach, R. T. (1998). Market research companies and new

product development tools. Journal of Product and Brand Management, 7 (4), 305-

318.

Nijssen, E. J., and Lieshout, K. F. M. (1995). Awareness, use and effectiveness of

models and methods for new product development. European Journal of Marketing,

29 (10), 27-44.

377

Nobelius, D. (2004). Towards the sixth generation of R&D management. International

Journal of Project Management, 22 (5), 369-375.

Nooteboom, B. (2000). Learning and Innovation in Organizations and Economies.

Oxford: Oxford University Press.

Norton, I., Fryer, P., Moore, S. (2006). Product/Process integration in food

manufacture: Engineering sustained health. AlChE Journal, 52 (5), 1632-1640.

Oickle, J. G. (1990). New Produt Development and Value Added. Food Development

Division, Agirculture Canada: Ottawa, Canada.

Olsen, R. E., Sundell, K., Ringo, E., Myklebust, R., Hemtr, G. I., Hansen, T., and

Karlsen, O. (2008). The acute stress response in fed and food deprived Atlantic cod,

Gadus morhua L. Aquaculture, 280 (4), 232-241.

Olson, E.M., Walker, O.C., and Ruekert, R.W. (1995). Organizing for Effective New

Product Development:The Moderating Role of Product Innovativeness. Journal of

Marketing, 59, 48–62.

Oorschot, K. V., Sengupta, K., Akkermans, H., and Van Wassenhove, L. (2010). Get

Fat Fast: Surviving Stage-Gate in NPD. Journal of Product Innovation Management,

27 (6), 828-839.

Osbourne, R. (2002). ‘New Product Development – Lesser Royals’, Industry Week

April.

Osteras, T., Murthy, D. N. P., and Rausand, M. (2006). Product performance and

specification in new product development. Journal of Engineering Design, 17 (2),

177-192.

(The) Packaging Federation (2004a), Packaging in the 3rd Millennium.

Competitiveness Study for the Packaging Industry in the UK, The Packaging

Federation, London, available at: www.packagingfedn.co.uk/news/ (accessed 12

November 2011).

(The) Packaging Federation (2004b), Packaging’s Place in Society. Resource

378

Efficiency of

Packaging in the Supply Chain for Fast Moving Consumer Goods, The Packaging

Federation, London, available at: www.packingfedn.co.uk/ (accessed 12 October

2011).

Sparks (1993).

Paine, F.A. (1991), The Packaging User’s Handbook, Blackie Academic &

Professional, Tirrell, MN.

Parr, H., Knox, B., and Hamilton, J. (2001). Problems and pitfalls in the food product

development process. The Food Industry Journal, 4 (1), 50-60.

(Adapted from) Passport: Packaged Food in the UK [Report], Euromonitor

International November 2011, p. 14 (Sourced from Euromonitor International).

Patton, M.Q. (2002) Qualitative evaluation and research methods. 3rd ed., London,

Sage.

Pennings, J. M., and Harianto, F. (1992). Technological Networking and Innovation

Implementation. Organization Science, 3 (3), 356-382.

Perks, H., Cooper, R., and Jones, C. (2005). Characterizing the Role of Design in

New Product Development: An Empirically Derived Taxonomy. Journal of Product

Innovation Management, 22 (2), 111–127.

Peters, M. (1994). Good packaging gets through to the fickle buyer. Marketing, 20,

10-12.

Petersen, K.J., Handfield, R.B., and Ragatz, G.L. (2003). Supplier integration into

new product development: coordinating product, process and supply chain design.

Journal of Operations Management, 23, 371–388.

Pettigrew, A. (1988) Longitudinal field research on change: Theory and practice.

Paper presented at: Natlonal Science Foundation Conference on Longitudinal

Research Methods in Organizations, Austin.

379

Phillips, H. and Bradshaw, R. (1993). How customers actually shop: customer

interaction with the point of sale. The Journal of the Market Research Society, 35 (1),

51-62.

Pinson, C. (1986). An implicit product theory approach to consumers’ ́ inferential

judgments about products. International Journal of Research in Marketing, 3, 19–38.

Pinto, M. B., and Pinto, J. K. (1990). Project team communication and cross-

functional cooperation in new program development. Journal of Product Innovation

Management, 7 (3), 200-212.

Pisano, G. P. (1994). Knowledge, Integration, and the Locus of Learning: An

Empirical Analysis of Process Development. Strategic Management Journal, 15 (1),

85-100.

Pittaway, L., Robertson, M., Munir, K., Denyer, D., and Neely, A. (2004). Networking

and innovation: a systematic review of the evidence. International Journal of

Management Reviews, 5, 3-4, Sept 2004.

Porter, M. (1985). Competitive Advantage. New York: Free Press.

Powell, W., Koput, K., and Smith-Doerr, L. (1996). Interorganizational collaboration

and the locus of innovation: Networks of learning in biotechnology. Administrative

Science Quarterly, 41 (1), 116-145.

Prendergrast, G., and Pitt, L. (1996). Packaging, marketing, logistics and the

environment: are there trade-offs?. International Journal of Physical Distribution &

Logistics Management, 26 (6), 60-72.

Primo, M. A. M., and Amundson, S. D. (2002). An exploratory study of the effects of

supplier relationships on new product development outcomes. Journal of Operations

Management, 20 (1), 33-52.

Raghubir, P., and Krishna, A. (1999). Vital Dimensions in Volume Perception: Can

the Eye Fool the Stomach? Journal of Marketing Research, 36 (3), 313-326.

380

Ramsay, B. (1983). Brand efficiency: lessons from the USA. ADMAP, 19 (11), 556-

563.

Raper, S., Wiebe, H., Topi, M., and Espinoza, A. (1998). Quality Function

Deployment: A Tool for Packaging Design. Packaging Technology and Engineering,

7 (9), 14-19.

Ravasi, D., and Lojacono, G. (2005). Managing Design and Designers for Strategic

Renewal. Long Range Planning, 38, 51–77.

Regmi, A. and Gehlhar, M. (2005). “New directions in global food markets”, USDA

ERS- Agriculture Information Bulletin No. (AIB794), 81 p., February, available at:

www.ers.usda.gov/Publications/AIB794/

Reichstein, T., and Salter, A. (2006). Investigating the sources of process innovation

among UK manufacturing firms. Industrial and Corporate Change, 15 (4), 653-682.

Repenning, N. P., and Sterman, J. (2002). Capability traps and self-con- firming

attribution errors in the dynamics of process improvement. Administrative Science

Quarterly, 47, 265-295.

Rettie, R., and Brewer, C. (2000). The verbal and visual components of package

design. Journal of Product & Brand Management, 9 (1), 56-70.

Richardson, P. S., Dick, A. S., and Jain, A. K. (1994). Extrinsic and intrinsic cue

effects on perceptions of store brand quality. Journal of Marketing, 58 (4), 28-36.

Richmond, M. (2004). The Real Value of Packaging. Retrieved December 2008, from

http://pti-solutions.com/resources/articles/.

Ritter, T. (1999). The Networking Company: Antecedents for Coping With

Relationships and Networks Effectively. Industrial Marketing Management, 28 (5),

467-479.

Robertson, G. L. (2005), Food Packaging: Principles and Practice, 2nd Edition, Food

Science and Technology Series, Vol. 152, CRC Press, Boca Raton, FL.

381

Robson, C. (2002) Real world research: a resource for social scientists and

practitioner-researchers. Oxford: Blackwell Publishers.

Rochford, L., and Rudelius, W. (1992). How involving more functional areas within a

firm affects the new product process. Journal of Product Innovation Management, 9,

(4), 287-299.

Rocchi, B., and Stefani, G. (2005). Consumers’ perception of wine packaging: a case

study. International Journal of Wine Marketing, 18 (1), 33-44.

Rogers, E. M. (1962). Diffusion of Innovations. New York: The Free Press.

Rogers, H., Ghauri, P., and Pawar, K.S. (2005). Measuring international NPD

projects: an evaluative process. Journal of Business and Industrial Marketing, 20 (2),

79-87.

Rokka, J., and Uusitalo, L. (2008). Preference for green packaging in consumer

product choices – Do consumers care? International Journal of Consumer Studies,

32 (5), 516-525.

Rosenberg, N. (1994). Exploring the Black Box: Technology, Economics, and

History. Cambridge: Cambridge University Press.

Rothwell, R. (1983). Firm Size and Innovation: A Case of Dynamic Complementarity.

The Journal of General Management, 8 (3), 5-25.

Rothwell, R. (1986). Innovation and Re-Innovation: A Role for the User. Journal of

Marketing Management, 12 (2), 109-124.

Rothwell, R. (1994). Towards the Fifth-generation Innovation Process. International

Marketing Review, 11 (1), 7-31.

Rothwell, R. (2002). Managing Innovation and Change, Second Edition. London:

Sage Publications.

Rothwell, R., and Gardiner, P. (1983). The role of design in product and process

change. Design Studies, 4 (3), 161-169.

382

Rothwell, R., and Zegveld, W. (1995). Reindustrialization and Technology. New York:

Longman Group Limited.

Rubin, H.J. and Rubin, I.S. (1995) Qualitative interviewing: the art of hearing data.

Thousand Oaks, CA.

Rudder, A., Ainsworth, P., and Holgate, D. (2001). New food product development:

strategies for success. British Food Journal, 103 (9), 657–671.

Rudolph, M. J. (1995). The food product development process. British Food Journal,

97 (3), 3–37.

Rundh, B. (2005). The Multi-faceted Dimension of Packaging. British Food Journal,

107 (9), 670-694.

Rundh, B. (2009). Packaging design: creating competitive advantage with product

packaging. British Food Journal, 111 (9), 988-1002.

Sakkab, N. Y. (2002). Connect and develop complements research and develop at

P&G. Research-Technology Management, 45 (2), 38-45.

Saghir, M. (2002). Packaging information needed for evaluation in the supply chain:

the case of the Swedish grocery retail industry. Packaging Technology and Science,

15 (1), 37-46.

Saguy, I. S., and Moskowitz, H. R. (1999). Integrating the consumer into new product

development. Food Technology, 53 (8), 68–73.

Sahay, B. (2003). Supply chain collaboration: the key to value creation. Work Study,

52 (2), 76-83.

Sara, R. (1990). Packaging as a retail marketing tool. International Journal of

Physical Distribution & Logistics Management, 20 (8), 10-21.

Saren, M. A. (1994). A classification and review of models of the intra-firm innovation

process. R&D Management, 14 (1), 11-24.

383

Saren, M., and Tzokas, N. (1994). The Nature of the Product in Market

Relationships. Journal of Marketing Management, 14 (5), 445–64.

Saunders M, Lewis, P. and Thornhill, A (2000) Research methods for business

students. Financial Times, Prentice Hall.

Saunders M, Lewis, P. and Thornhill, A (2007) Research methods for business

students. Financial Times, Prentice Hall.

Saunders M, Lewis, P. and Thornhill, A (2009) Research methods for business

students. Financial Times, Prentice Hall.

Schelker, T. (1976). “Problemlosungsmethoden im Produkt-Innovationsprozess”,

dissertation, Verlag Paul Haupt, Bern.

Schifferstein, H. N. J., Kole, A. P. W. and Mojet, J. (1999). Asymmetry in the

Disconfirmation of Expectations for Natural Yogurt. Appetite, 32 (3), 307-329.

Schiffman, L.G., and Kanuk, L.L (1994). Consumer Behaviour, 4th ed., Englewood

Cliffs, NJ: Prentice-Hall.

Schoorsmans, J. P. L., and Robben, H. S. J. (1997). The effect of new package

design on product attention, categorization and evaluation. Journal of Economic

Psychology, 18 (2), 271-287.

Schramm, W., & Roberts, D. F. (Eds.). (1971). The process and effects of mass

communication (Rev. ed.). Urbana, IL: University of Illinois Press.

Seidler, J. (1974), On Using Informants: A Technique for Collecting Quantitative Data

and Controlling for Mea-surement Error in Organization Analysis. American

Sociological Review. 39, 816-31.

Shane, S. (2000). Prior Knowledge and the Discovery of Entrepreneurial

Opportunities. Organization Science, 11 (4), 448-469.

Shani, A.B., Mohrman, S.A., Pasmore, W.A., Stymne, B., and Adler, N. (2007)

384

Handbook of Collaborative Management Research. Sage, London.

Shaw, N. E., Burgess, T. F., Hwarng, H. B., and de Mattos, C. (2001). Revitalizing

New Process Development in the U.K., Fine Chemicals Industry. International

Journal of Operations & Production Management, 21 (8), 1133-1151.

Shina, S. G. (1991). Concurrent Engineering annd Design for Manufacture of

Electronics Products. New York: Van Nostrand Reinhold.

Siegrist, M. (2008). Factors influencing public acceptance of innovative food

technologies and products. Trends in Food Science and Technology, 19 (11), 603-

608.

Silayoi, P., and Speece, M. (2004). Packaging and Purchasing Decisions: An

Exploratory Study of the Impact of Involvement Level and Time Pressure. British

Food Journal, 106 (8), 607-628.

Silayoi, P., and Speece, M. (2007). The importance of packaging attributes: a

conjoint analysis approach. European Journal of Marketing, 41 (12), 1495-1517.

Simms, C., and Trott, P. (2010). Packaging development: A conceptual framework

for identifying new product opportunities. Marketing Theory, 10 (4), 397-415.

Simonetti, R., Archibugi, D., and Evanelista, R. (1995). Product and process

innovations: How are they defined? How are they quantified? Scientometics, 32 (1),

77-89.

Simpson, P. M., Siquaw, J. M., and Baker, T. L (2001). A model of value creation:

supplier behaviours and their impact on reseller perceived value. Industrial Marketing

Management, 30 (2), 119–134.

Skalak, S. C., Kemser, H. P., and Ter-Minassian, N. (1997). Defining a product

development methodology with concurrent engineering for small manufacturing

companies. Journal of Engineering Design, 8 (4), 305-328.

Smith, R. P., and Eppinger, S. D. (1997). A Predictive Model of Sequential Iteration in

Engineering Design. Management Science, 43 (8), 1104-1120.

385

Smith, R. P., and Taylor, J. (2004). Marketing Communications: An Integrated

Approach, 4th Edition. London: Kogan Page.

Sobero, M., and Roberts, E. B. (2002). Strategic management of supplier-

manufacturer relations in new product development. Research Policy, 31 (1), 159-

182.

Sogn-Grundvag, G., and Østli, J. (2009). Consumer evaluation of unbranded and

unlabelled food products: the case of bacalhau. European Journal of Marketing, 43

(2), 213-228.

Song, X. M., and Montoya-Weiss, M. M. (1998). Critical Development Activities for

Really new versus incremental Products. Journal of Product Innovation

Management, 15 (2), 124-135.

Soosay, C. A., Hyland, P. W., and Ferrer, M. (2008). Supply chain collaboration:

capabilities for continuous innovation. Supply Chain Management: An International

Journal, 13 (2), 160-169.

Souder, W.E. and Moenaert, R. (1992). Integrating Marketing and R&D Project

Personnel within Innovation Projects: An Information Uncertainty Model. Journal of

Management Studies 29 (4), 485–512.

Sparks, L. (1993). The rise and fall of mass marketing? Food retailing in Great Britain

since 1960. In The rise and fall of mass marketing, eds. R.S. Tedlow, and G. Jones,

58–92. London: Routledge.

Spence, M. (1984). Cost Reduction, Competition, and Industry Performance.

Econometrica, 52 (1), 101-122.

Spekman, R. E., Spear, J., and Kamauff, J. (2002). Supply chain competency:

learning as a key component. Supply Chain Management: An International Journal, 7

(1), 41–55.

Spender, J. C. (1996). Making Knowledge the Basis of a Dynamic Theory of the

Firm. Strategic Management Journal, 17, 45-62.

386

Spender, J.C. (1996) Pluralist epistemology and the knowledge-based theory of the

firm. Organisation, 5(2), 233-256.

Srivastava, R.K., Shervani, T.A., and Fahey, L. (1998). Market-based Assets and

Shareholder Value: A Framework for Analysis. Journal of Marketing, 62 (1), 2–18.

Stake, R. (1995). The art of case research. Newbury Park, CA: Sage Publications.

Steenkamp, J. B. E. M., and Van Trip, H. C. M. (1996). Quality guidance: a consumer

based approach to food quality improvement using partial least squares. European

Review of Agricultural Economics, 23 (2), 195-215.

Steward, D.V. (1981). The design structure system: A method for managing the

design of complex systems. IEEE Trans on Engrg. ManagementEM-28 (August) 71-

74.

Stewart, B. (1996). Packaging as an Effective Marketing Tool. London: Kogan Page.

Stewart-Knox, B., and Mitchell, P. (2003). What separates the winners from the

losers in new product development?Trends in Food Science and Technology, 14 (2),

58–64.

Stijnen, D.A.J.M., F.P. Scheer, F.M.S. Martins and R.P.M. de Graaff (2002).

Productinnovatie in agroketens. Een kwalitatief onderzoek naar ketensamenwerking

als kritische succesfactor van productinnovatie en –introductie in agroketens. LNV-

DWK programma 355 Ketens & Logistiek, 56 p. (in Dutch).

Stock, G. N., Greis, N. P., and Fischer, W. A. (2001). Absorptive capacity and new

product development. The Journal of High Technology Management Research, 12

(1), 77-91.

Strauss, A.L. (1987). Qualitative analysis for social scientists. Cambridge, England:

Cambridge University Press.

Strauss, A.L. and Corbin, J. (1990). Basics of qualitative research. Newbury Park,

CA: Sage.

387

Stuart, T. E. (1998). Network Positions and Propensities to Collaborate: An

Investigation of Strategic Alliance Formation in a High-Technology Industry.

Administrative Science Quarterly, 43 (3), 668-698.

Suwannaporn, P., and Speece, M. (1998). Organization of new product development

in Thailand's food processing industry. International Food and Agribusiness

Management Review, 1 (2), 161-92.

Suwannaporn, P., and Speece, M. (2000). Continuous learning process in new

product development in the Thai food-processing industry. British Food Journal, 102

(8), 598-614.

Swanborn, P. (2010) Case study research: what why and how. Sage Publications.

London.

Tabaksblat, M. (1995). New Demands; New technologies; New Foods, The

Challenges Facing the European Food Industry. CIAA Congress, Food and Drink

Industry 2000. 24 October 1995.

Teece, D.J., Pisano, G., and Shuen, A. (1997). Dynamic capabilities and strategic

management. Strategic Management Journal, 18 (7), 509–533.

Tellis, W. (1997, July). Introduction to case study, The Qualitative Report [On-line

serial], 3 (2). Available: http://www.nova.edu/ssss/QR/QR3-2/tellis1.html Tellis, W. (1997) Application of a case study methodology, The Qualitative Report, 3

(3) 1997. Accessed 21 August 2012 from: http://www.nova.edu/ssss/QR/QR3-

3/tellis2.html.

The Grocer, Packaging Special (31 January 2009).

Thøgersen, J. (1999). The ethical consumer. Moral norms & packaging choice.

Journal of Consumer Policy, 22 (4), 439-460.

388

Thøgersen, J., and Ölander, F. (2003) Spillover of environment-friendly consumer

behaviour. Journal of Environmental Psychology, 23, 225-236.

Thomke, S., and Von Hippel, E. (2002). Customers as innovators: A new way to

create value. Harvard Business Review, 80 (4), 74-81.

Tidd, J., Bessant, J., and Pavitt, K. (2001). Managing Innovation: Integrating

Technological, Market and Organisational Change, second edition. Chichester: John

Wiley & Sons.

Tidd, J., Bessant, J., and Pavitt, K. (2005). Managing Innovation: Integrating

Technological, Market and Organizational Change, Third Edition. Chichester: John

Wiley & Sons.

Tottie, M., and Lager, T. (1995). QFD-Linking the Customer to the Product

Development Process as a Part of the TQM Concept. R&D Management, 25 (3),

257-267.

Townsend, J. D., Montoya, M. M., and Calantone, R. J. (2011). Form and Function: A

Matter of Perspective. Journal of Product Innovation Management, 28 (3), 374-377.

Traill, B., and Grunert, K. G. (1997). Product and Process Innovation in the Food

Industry. London: Blackie Academic and Professional.

Traill, B., and Meulenberg, M. (2002). Innovation in the Food Industry. Agribusiness,

18 (1), 1-21.

Trott, P. (2001). The role of market research in the development of discontinuous

new products. European Journal of Management, 4 (3), 117-125.

Trott, P. (2008). Innovation Management and New Product Development. Essex:

Pearson Education Limited.

Troy, L.C., Szymanski, D.M., and Varadarajan, P.R. (2006). Generating new product

ideas: an initial investigation of the role of market information and organizational

characteristics. Journal of Academy of Marketing Science, 29 (1), 89–101.

389

Tsai, W. (2001). Knowledge Transfer in Intraorganizational Networks: Effects of

Network Position and Absorptive Capacity on Business Unit Innovation and

Performance. Academy of Management Journal, 44 (5), 464–476.

Tsai, W. (2002). Social structure of “coopetition” within a multi-unit organization:

Coordination, competition, and intraorganizational knowledge sharing. Organization

Science, 13, 179-190.

Tushman, M. L., and Anderson, P. (1986). Technological discontinuities and

organizational environments. Administrative Science Quarterly, 31, 439-465.

Twede, D. (1992). The process of logistical packaging innovation. Journal of

Business Logistics, 13 (1), 69-94.

Underwood, R. L. (2003). The communicative power of product packaging: creating

brand identity via lived and mediated experience. Journal of Marketing Theory and

Practice, 11 (1), 62-76.

Underwood, R. L., and Klein, N. (2002). Packaging as brand communication: effects

of product pictures on consumer responses to the package and brand. Journal of

Marketing, 10 (4), 58-68.

Underwood, R., Klein, N., and Burke, R. (2001). Packaging Communication: Attential

Effects of Product Imagery. Journal of Product & Brand Management, 10 (7), 403-

422.

Underwood, R. L., and Ozanne, J. L. (1998). Is Your Package an Effective

Communicator? A Normative Framework for Increasing the Communicative

Competence of Packaging. Journal of Marketing Communications, 4 (4), 207-220.

Unger, D., and Eppinger, S. (2009). Comparing product development processes and

managing risk. International Journal of Product Development, 8 (4), 382-402.

Unger, D., and Eppinger, S. (2011). Improving product development process design:

a method for managing information flows, risks, and iterations. Journal of

Engineering Design, 22 (10), 1-11.

390

Urban, G. L., and Hauser, J. R. (1993). Marketing of new products (2nd ed.). USA:

Prentice-Hall International.

Utterback, J. M. (1971). The Process of Technological Innovation with the Firm. The

Academy of Management Journal, 14 (1), 75-88.

Utterback, J. M., and Abernathy, W. J. (1975). A dynamic model of process and

product innovation. Omega, 3 (6), 639-656.

Uusitalo, L. (1989). 'Economic Man or Social Man - Exploring Free Riding in the

Production of Collective Goods', in Grunert, K. & Olander, F., eds., Understanding

Economic Behaviour. Dordrect/Boston/London: Kluwer Academic Publishers, 267-

283.

Uusitalo, L. (1989). Environmental impacts of consumption patterns. Gower

publishing.

Van Dalen, J. H., Hilberts, B., and Enzing, C. M. (1997) Kennisinstel-lingen en MKB

spreken elkaars taal niet. Voedingsmiddelentech-nologie, 12, 53-55.

Van den Berg-Weitzel, L., and Van de Laar, G. (2001). Relation between culture and

communication in packaging design. Journal of Brand Management, 8 (3), 171-184.

Van der Duin, P., Ortt, R., and Kok, M. (2007). The Cyclic Innovation Model: A New

Challenge for a Regional Approach to Innovation Systems? European Planning

Studies, 15 (2), 195-215.

Van de Ven, A.H. (2007) Engaged Scholarship: A Guide to Organizational and Social

Research, Oxford University Press, England.

Van de Vorst, J. G. A. J. (2000). “Effective food supply chains: generating modelling

and evaluating supply chain scenarios”, PhD Thesis from Wageningen University.

Van Trijp, H. C. M., and Meulinberg, M. T. G. (1996). Marketing and

consumer behaviour with respect to foods. In H. L. Meiselman, & H. J. H. McFie

(Eds.), Food Choice, Acceptance and Consumption. London: Blackie Academic &

Professional.

391

Van Trijp, H. C. M., and Steenkamp, J. (1998). Consumer oriented new product

development principles and practice. In W. M. F. Jongen, & M. T. J. Meulenberg

(Eds.), Innovation of Food Production Systems. Product Quality and Consumer

Acceptance. Netherlands: Wageningen Pers.

Van Wijk, R., Van Den Bosch, F.A.J., Volberda, H.W. 2001: The impact of the depth

and breadth of knowledge absorbed on levels of exploration and exploitation.

Academy of Management Meeting, BPS Division, Insights into Knowledge Transfer,

Washington DC, USA, August 3-8.

Vanhaverbeke, W., and Cloodt, M. (2006). “Open innovation in value networks”, in

Chesbrough, H., and Vanhaverbeke, W. (2006). Open Innovation: Researching a

New Paradigm, Oxford University Press.

Vazquez, D., Bruce, M., and Studd, R. (2003). A case study exploring the packaging

design management process within a UK food retailer. British Food Journal, 105 (9),

602-617.

Verganti, R. (2006). Innovating through Design. Harvard Business Review, 84

(12),114–122.

Verganti, R. (2011). Radical Design and Technology Epiphanies: A New Focus for

Research on Design Management. Journal of Product Innovation Management, 28

(3), 384-388.

Verloop, J. (2004). Insight in Innovation. Managing Innovation by Understanding the

Laws of Innovation. Sara Burgerhartstraat: Elsevier.

Vernuccio, M., Cozzolino, A., and Michaelini, L. (2010). An exploratory study of

marketing, logistics, and ethics in packaging innovation. Journal of Innovation

Management, 13 (3), 333-354.

Verona, G. (1999). A resource-based view of product development. Academy of

Management Review, 24 (1), 132-142.

392

Verona, G., Prandelli, E., and Sawhney, M. (2006). Innovation and Virtual

Environments: Towards Virtual Knowledge Brokers. Organization Studies, 27 (6),

765-788.

Veryzer, R.W., and Borja de Mozota, B. (2005). The Impact of User-Oriented Design

on New Product Development: An Examination of Fundamental Relationships.

Journal of Product Innovation Management, 22 (2), 128–143.

Vidales Giovannetti, M.D. (1995). El mundo del envase. Manual para el diseno y

production de envasesy embalajes, p. 90. Mexico City: Gustavo Gili, cited in O.

Ampuero and N. Vila (2006) ‘Consumer Perceptions of Product Packaging’, Journal

of Consumer Marketing, 23 (2), 100–112.

Vila, N., and Ampuero, O. (2007). The role of packaging in positioning an orange

juice. Journal of Food Products Marketing, 13 (3), 21-48.

Von Hippel, E. (1978). Successful industrial products from customer ideas. Journal of

Marketing, 42 (1), 39–49.

Von Hippel, E. (2005). Democratizing Innovation. Cambridge, MA: The MIT Press.

Wagner, S. M., and Hoegl, M. (2006). Involving suppliers in product development:

Insights from R&D directors and project managers. Industrial Marketing

Management, 35 (8), 936-943.

Wallace, T.F. (Ed.), APICS Dictionary, 5th ed., American Production and Inventory

Control Society, Falls Church, VA, 1984.

Walsh, V. (1996). Design, Innovation and the Boundaries of the Firm. Research

Policy, 25 (4), 509–529.

Walsh, J. P., and Ungson, G. R. (1991). Organizational Memory. The Academy of

Management Review, 16 (1), 57-91.

Wang and Chou (2010) The Comprehension Modes of Visual Elements: How People

Know About the Contents by Product Packaging, International Journal of Business

Research and Management (IJBRM), 1 (1).

393

Wang, W. Y., and MuChien, C. (2011). Differentiation in the arched surface of

packaging: Its influence on the findability of logo typography displays. Displays. 32

(1), 24-34.

Weerd-Nederhof, P.C. (2001). Qualitative case study research. The case of a PhD

research project on organizing and managing new product development systems.

Management Decision, 39 (7): 513-538.

Wells, L. E., Farley, H., and Armstrong, G. A. (2007). The importance of packaging

design for own-label food brands. International Journal of Retail & Distribution

Management, 35 (8), 677-690.

Welles, G. (1986). “We’re in the habit of impulsive buying”, USA Today, 21 (1).

Wheelwright, S.C. and Clark, K.B. (1993). Revolutionising Product Development.

New York: Free Press.

Winter, S. (2000). The satisficing principle in capability learning. Strategic

Management Journal, 21, 981-996.

Wolf, R. A. (1994). Organizational innovation: review, critique and suggested

research directions. Journal of Management Studies, 31 (3), 405-431.

Woods, T. and A. Demiralay (1998): “An Examination of New Food Product

Development Processes: a comparative case study of two hazelnut candy

manufacturers” Department of Agricultural Economics staff paper #384, University of

Kentucky.

WRAP. (2011). Resource efficiency in the grocery sector, Accessed 19 August 2012

from: http://www.wrap.org.uk/content/resource-efficiency-grocery-sector

Wynstra, F., Corswant, F., and Wetsels, M. (2010). In Chains? An empirical study of

antecedents of supplier product development activity in the automotive industry.

Journal of Product Innovation Management, 27, 625-639.

394

Yin, R. (1993). Applications of case study research. Newbury Park, CA: Sage

Publishing.

Yin, R. (1994) Case Study Research; Design and Methods, Sage, Thousand Oaks,

CA.

Yin, R. (2003) Application of Case Study Research, 2nd Edition, SAGE Publications.

Yin, R. (2009) Case Study Research: Design and Methods, 4th Ed, Applied Social

Research Methods Series, 5, Sage, London.

Zahra, S., and George, G. (2002). Absorptive Capacity: A Review, Re-

conceptualization and Extensions. Academy of Management Review, 27 (2), 185–

203.

Zajac, E. J., and Bazerman, M. H. (1991). Blind Spots in Industry and Competitor

Analysis: Implications of Interfirm (Mis)Perceptions for Strategic Decisions. The

Academy of Management Review, 16 (1), 37-56.

Zander, U., and Kogut, B. (1995). Knowledge and the Speed of the Transfer and

Imitation of Organizational Capabilities: An Empirical Test. Organization Science, 6

(1), 76-92.

Zirpoli, F., and Becker, M. C. (2011). The limits of design and engineering

outsourcing: performance integration and the unfulfilled promises of modularity. R&D

Management, 41 (1), 21-43.

Zuurbier, P. J. P., Triennekens, J. H., and Ziggers, G. W. (1996). Verticale

Samenwerking. Deventer: Kluwer Bedrifjswetenschappen.

395

APPENDICES

396

Appendix 2.1: Extract from Dale Southerton’s ‘Encyclopedia of Consumer Culture’ (2011). Packaging Entry, written by Christopher Simms

397

398

399

Appendix 3.1: Importance of a Structured NPD Process Considering the importance of new product development, and the complex nature of

the business activity, effective structuring of the process is critical to its effective

management. An effectively structured process can have a beneficial effect on new

product success (Griffin, 1997; Parry, 1996); this structure is necessary at most the

key stages in NPD, including idea generation and evaluation (Kotzbauer, 1992),

development (Parry and Song, 1994), and introduction (Schmalen and Wiedemann,

1999). An effectively structured process can play an important role in reducing risks

and uncertainties (Allen, 1985), in particular relating to consumers, competition, and

resources (Moenaert and Souder, 1990).

Whilst it is clear that NPD is of key importance to many organisations, and that an

effectively structured process is required to do this, it seems that it is not a simple

activity for organisations to master. This is particularly the case where high levels of

innovation are being targeted. Sowrey (1989) highlights one particular quote that

highlights this issue well, from A.C.Neilsen Co. Ltd, which states that of all

marketing’s varied tasks, the “…..most difficult is the finding, testing, and launching of

profitable new products”. Indeed, there is a great deal of evidence to support the

difficult nature of optimising this complex activity, and the fact that organisations still

struggle to effectively manage it, and the significant challenge it represents:

• Commercial success rates of new products are still relatively low (Craig &

Wheelwright, 1993; Craig & Hart, 1992; Booz, Allen & Hamilton, 1982;

Cooper, 2001; Tucker, 2002; Judson et al. 2006). Typically, failure rates

range between 50 and 70%, although there is a great deal of variation: with

some studies suggesting rates from 40% to as high as 90% (Judson et al.

2006). Furthermore it seems that in consumer markets, rates are particularly

low (Brockhoff, 1999; Urban & Hauser; 1993; Crawford, 1987).

• Citing a number of studies, Koudal & Coleman (2005) suggest that only

around 15% of product ideas make it to the market.

• From1990 to 2004, new product sales have fallen from an average of 32% to

28% of total company sales, based on a Product Development Management

Association Foundation study (cited in Cooper, 2005).

• Over this same period, organisational profits derived from new products also

fell, from 33.2% to 28.3% (Cooper, 2005).

• There is also some concern that companies in the more developed world

may be overtaken by more ‘nimble’ Asian competitors, who will become

400

increasingly successful (Business Week, 2005): a large part of this likely

success is regarded as thanks to the proficiency of their NPD activities.

There are many other indications of the complexities of new product development,

including development times being too slow, and costs high (Ozer, 2004; Hutlink et

al. 2000). Indeed, the issue of slow development times provides some indication of

the importance of speed and timeliness in NPD (Cooper et al., 2004; Hutlink et al.,

2000; Davis, 2002; Cooper, 1988b; Cooper and Kleinschmidt, 1994), which further

highlights the importance of organisations being able to effectively manage the

process to guard against issues and pitfalls, whilst ensuring that the outputs of the

process reach the market in the optimal time frame. For example, whilst first-to-

market advantages have been questioned by some, they nevertheless highlight

some significant advantages of ensuring timeliness in new product development

(Lieberman & Montgomery, 1988, 1998).

It is clear that new product development is a critically important activity affected by

many complex factors and issues. Considering all this, the fact that NPD remains a

risky and uncertain business activity (Ozer, 2004) is perhaps unsurprising, but

organisations must aim to optimise their processes nonetheless. Indeed, there is

evidence that NPD is becoming recognised as a critical activity (Maddox, 2005), and

being prioritised within organisations (Day et al., 1992). Therefore, the process itself

can play a key role in the long term success and survival of such organisations; in

this respect, a wide variety of models have been developed that aim to identify and

effectively structure the NPD process and its key stages, to aid in effective

management. These models will be discussed in the following sections of this

chapter.

401

Appendix 3.2: First Generation Models of NPD Appendix Figure 3.1: technology/science push model

Appendix Figure 3.2: market/need pull model

Basic  science   Development    Manufacture    Marke5ng  

Market  need   Development   Manufacture    Sales  

402

Appendix 3.3: Key Success Factors in NPD New product development is an activity of critical organisational importance. Many

studies have examined key success factors in the management of NPD (Cooper,

1983, 1984, 1986, 1988, 1990, 1998; Cooper and Kleinschmidt, 1987; Griffin, 1997).

Arguably the most comprehensive overview of the literature on key success factors in

NPD is provided by Ernst (2002), sighting some 121 articles. This study identifies a

wide variety of factors of greatest importance to organisations, which can largely be

divided up into those that can and cannot be ‘managed’ (Ernst, 2002) by the

company. In this respect, it seems that, based on the many articles sighted by Ernst,

a total of eight factors can be identified as of critical importance to the success of

new product development. Four of these are identified by the work of both Cooper

and Kleinschmidt (Cooper, 1979,1980, 1983, 1984, 1986, 1988, 1990; Cooper and

Kleinschmidt, 1987; cited by Ernst, 2002: p8):

1. Clear definition of the product before development begins (including defining

the target market and the product concept).

2. High quality of preparatory project work to define the product and evaluate it.

3. Orientation of the new product development process towards the demands of

the market.

4. A high quality and well-structured NPD process.

The factors identified above can be broken down in terms of whether they are largely

internal to the firm, and how the process is managed (factors one, two and four), or

involve coordinating external elements and therefore relate to the inclusion of

external information into the process (3). Interestingly, inadequacies in pre-

development activities have been extensively linked to failure (Cooper, 1993; Cooper

& Kleinschmidt, 1986, 1987; Davis, 1993; Dyer, Gupta, & Wilemon, 1999; Song and

Parry, 1996), and consumer testing seems of particular importance (Dahan and

Hauser, 2001; Rudder et al., 2001).

Whilst the list of factors above is relatively comprehensive, the wider literature has

identified a number of others critical to NPD success. However, before discussing

these, it is worth briefly elaborating further on one of the factors above.

The third factor identified above is that of market orientation in the new product

process. Market orientation generally refers to a company’s understanding of the

403

needs of customers and what they value; and integrating this into the new products

process, the wider marketing literature also suggests that market oriented firms may

also possess capabilities in market sensing, and understanding competitors as well

as customers (Day, 1990). Being market orientated in new product development

should ensure both customer needs and the information gathered are incorporated

throughout the process, and therefore be continually updated (Rothwell et al. 1974).

The main pillars of this process can be summarised as follows (Grunert et al., 1996;

Lord, 2000; Urban and Hauser, 1993; van Trijp and Steenkamp, 1998):

• The needs of the consumer should be the starting point of the process.

• The aim of new product development should be the fulfilment of customer

needs and realising customer value.

• Sales and customer satisfaction will only be achieved if the consumer’s needs

are met (which requires their identification and a process that will fit the

product to these needs).

Market orientation in the new product process has consistently been highlighted as

key to new product development (Atuahene-Gima, 1995; Souder et al. 1997). In

particular, it can enable a company to integrate the needs of customers (Schmalen

and Wiedemann, 1999; Parry and Song, 1994), whilst providing indications and

estimations of market potential (Balbontin et al. 1999), and an understanding of their

competitors (Calantone and diBeneditto, 1988). Thus it is clearly of value to

successful new product development.

Whilst each of the factors discussed above are key to success, it is also important to

note some additional important findings of other researchers. Ernst suggests that four

other factors are of critical importance to the success of organisational NPD activity:

1. Organisation, incorporating: strong responsible product leadership, an

empowered project team, commitment of the leader and team members,

intensive communications, and cross-functional cooperation.

o The cross-functional teams particularly need to include members of

marketing, R&D and production staff (Song et al. 1997).

o The project leader must be strong and responsible, playing a key role

in the process. They therefore need to be qualified (Balbontin et al.

1999), command authority (schmalen and Wiedemann, 1999), and

provide the project with the required attention (Cooper and

Kleinschmidt, 1995).

2. Culture. This type of ‘Entrepreneurial climate’ largely consists of: employees

able to structure some of their ‘working’ time for projects based on their own

404

ideas and interests, support for unofficial projects (even if they have been

stopped by management), venture capital within the organisation for work on

creative ideas (Cooper and Kleinschmidt, 1995). It may also include the

acceptance of risk taking behaviours (Voss, 1985).

3. Role and commitment of senior management, including setting aside

appropriate levels of funding. This includes their willingness to devote

sufficient resources to new product development (Cooper and Kleinschmidt,

1995), and funding wider than the R&D budget, to include areas such as

market research and new product introduction (Balbontin et al. 1999; Cooper,

1984).

4. Strategy and a strategic focus for NPD projects to work towards,

incorporating: clear goals and objectives for the business’ entire new product

efforts, communication of the role of products in achieving the goals, clearly

defined areas of strategic focus, and a long term focus (Cooper, 1998).

These factors clearly expand far wider than many of those identified by Cooper and

Kleinschmidt, which focus more on the process itself than wider organisational

structure, culture, and management. They therefore highlight the role of the wider

management of the organisation in new product success. This wider focus reflects

the literature on innovation, which is obviously a connected field. For example, Trott

(2008) identifies nine organisational characteristics facilitating innovation: growth

orientation, vigilance, commitment to technology, acceptance of risks, cross-

functional cooperation, receptivity, slack, adaptability, and a diverse range of skills.

Clearly, to some degree, there is an overlap in areas such as cross-functional

cooperation and a diverse range of skills. These wider managerial and cultural

factors are critical to new product success, as it is a people process (Rubenstein,

1976) in which the individual is key (Martins and Terblanche, 2003). Factors such as

these will affect their determination and motivation.

405

Appendix 5: Paper on Packaging Opportunity Identification,

published in Marketing Theory

406

407

408

409

410

411

412

413

414

415

416

417

418

419

420

421

422

423

424

Appendix 6.1: Van Der Ven’s Diamond Model for Case Analysis (2007)

Problem/question

Conceptual  Model

Solution

Case  Reality

Model  evaluation Problem  solving

Model    building

Problem  formulation  

425

Appendix 6.2: Questions for Phase 1 Interviews with FMCG

firms Questions for FMCG firms:- Investigating role of packaging.

Name:

Position:

Contact details:

Company & its size:

1. What is [the company’s] view on packaging and new product development?

(Is packaging seen as a driver of opportunities?)

2. How and when is new packaging development considered? (Regularly?

General types of situations?)

3. What is packaging’s role in the NPD process and at what stage does it fit?

(degree of attention/commitment & degree to which integrated?)

4. Who is involved in new packaging development? (who are the key decision-

makers)

5. How is packaging managed within the firm (responsibility, team, team size,

spend/budget - how do each compare to NPD as a whole?)?

6. Do you have a packaging development strategy? (what is it?)

7. How much time and money is put into packaging? (do they do R&D, team

size, spend/budget - how each compare to NPD as a whole?)

8. What do you consider to be the primary focus/attention packaging receives

within your organisation/SBU? (e.g. cost/innovation?)

9. Who is responsible for assembling knowledge & generating new ideas?

(Receptive to new ideas?)

External:

10. What role do external parties/networks play (is it outsourced, to who and

how?)?

426

11. What type of relationship do you have with the packaging suppliers & design

agencies (close/collaborative, knowledge sharing, idea sharing, joint

development, distance)? Why?

12. What other sources of external knowledge are used (suppliers, distribution,

trade bodies, design agencies, customers)?

13. When are they contacted in NPD/how do you use each party?

14. What role do consumers play/how integrated into development?

15. Are there any issues and areas for improvement (in your opinion)?

427

Appendix 6.3: Questions for Phase 1 Interviews with

Packaging Suppliers Questions for Packaging firms: Investigating role of packaging.

Name:

Position:

Contact details:

Company:

Company size:

1. What is your relationship with your customers/how do you work with them?

Why? (How strong - how do you work together/type of relationship? joint

NPD, collaboration)?

1. How do you think your customers perceive packaging, and the suppliers?

2. In your experience, what do you believe to be focus of most of your

customers in developing/sourcing new packaging (e.g. cost/innovation)?

3. When do you normally get contacted within their NPD processes & how much

involvement do you have (do you think integral to NPD)?

4. What is your typical primary point of contact (e.g. buyers etc)?

5. What happens when/if you approach firms with new ideas?

Internal:

6. How do you generate new ideas/technologies (areas for improvement?)?

7. Do you involve the consumer in development & how do you understand their

needs?

8. How do you access external knowledge and be sure you are aware of your

customers’ needs, and latest developments (type of relationships with each

group)?

428

9. Who is responsible for NPD, gathering information & managing R&D (&

innovation)?

10. How is NPD/R&D process managed within your organisation?

11. Issues/frustrations/challenges for you/industry?

429

Appendix 6.4: Questions for Phase 1 Interviews with Design

Agencies Questions for Design Agencies: Investigating role of packaging industry and NPD

in FMCG.

Name:

Position:

Contact details:

Company:

Company size:

1. What is your relationship with your customers/how do you work with them?

Why? (How strong - type of relationship? Joint NPD, collaboration)?

2. How do you think your customers perceive packaging, and the design

agencies?

3. What is the focus of most of your customers in sourcing/developing new

packaging (e.g. cost/innovation)?

4. When do you normally get contacted within their NPD processes & how much

involvement do you have (do you think internal to NPD)?

5. What is your typical primary point of contact (e.g. buyers etc)?

6. What happens/what is the attitude when you approach customers with new

ideas?

Internal:

7. How do you generate new ideas/technologies (areas for improvement?)?

8. Do you involve the consumer in development & how do you understand their

needs?

9. What other parties do you work with to generate new ideas and technology

(suppliers, customers, trade bodies, universities etc)?

430

10. How do you make sure you are aware of latest developments (type of

relationships with each group)?

11. Who is responsible for NPD, gathering information & managing R&D (&

innovation)?

12. How is your process managed & who is involved (e.g. designers, engineers

etc)?

13. Do you undertake R&D/technology development (or where do you source

from)?

14. Issues/frustrations/challenges for you/industry?

431

Appendix 6.5: Outline of Case Study Protocol 1. Introduction- Research Aim and Questions to be Addressed

1.1 Context: Notes

The primary aim of this phase is to understand the NPD process utilised by firms to

develop new products and packaging, and to validate or further refine the framework

(developed from phase 1). However, this must also provide insight into the key

issues identified in the first phase:

• Understanding why packaging development is not a priority, and instead

considered later in new product development. There are also key differences

in how packaging is managed compared to perceptions of how it is managed.

• The focus of packaging development is on cost and design/marketing

communications; and firms are risk averse to changes.

• Relationships and outsourcing seem to be key, but can cause issues in

packaging development.

• The issue of absorptive capacity causes problems in collaboration.

1.1 Research Aim

To develop a framework that conceptualises the management of packaging in food

and drinks manufacturers and brand owners’ NPD.

1.2 Research Questions:

RQ 1: How do food and drinks firms manage the development of new packaging

within their NPD process?

RQ 2: How does packaging development contribute to the generation of new product

opportunities?

432

1.3 Propositions

Proposition 1: An absence of internal packaging ‘champions’ will lead to a skin-deep

or body modification level of development, due to the lack of an individual actively

pursuing new opportunities for product innovation.

Proposition 2: A lack of staff with technological packaging capability will result in

opportunities for external packaging development and innovation being overlooked

due to a lack of absorptive capacity, which will in turn lead to a propensity towards

skin-deep and body modification developments.

Proposition 3: A lack of packaging specialists will lead to a myopic view of the

meaning of ‘packaging development’, resulting in the development of innovative new

packaging being entirely overlooked (and a subsequent focus on skin-deep and body

modification in development).

Proposition 4: The degree to which the manufacturing process is viewed as a

constraint will harm a firm’s ability to explore opportunities for technical packaging

change: leading to an emphasis on incremental changes at a skin-deep and body

modification level.

Proposition 5: A high level of concern about the impact of packaging change on the

retailer, and their display of the product, will result in skin-deep and body modification

levels of change being considered primarily.

Proposition 6: The propensity to collaborate with suppliers will be influenced by the

packaging development orientation (skin-deep, body modification, or format change

orientation). A skin-deep or body modification orientation will lead to a greater

propensity to collaborate with design and marketing firms in development, resulting in

technical opportunities not being explored, whilst an orientation towards format

change result in a greater propensity to collaborate with packaging suppliers.

Proposition 7: Where buyers have a high level of power within packaging decision-

making, this will result in an emphasis on cost: which will in turn lower the attention

technical packaging development, and opportunities for innovation.

Proposition 8: An emphasis on skin-deep and body modification development will

result in a consumer-driven approach to packaging development. Subsequently, the

opportunities presented by packaging suppliers’ technological development will

receive a lower level of attention.

433

2. Data Collection Procedures

2.1 Sites to be visited

Headquarters, UK SBU headquarters, or key production plants.

Specific details for case organisation:

2.2 Contacts

Head of packaging, packaging managers, product development managers, technical

packaging manager, category manager, buyers, production staff/manager, or

marketing personnel.

Specific details for case organisation:

2.2.1 Note any new contacts made or provided

Details:

2.3 Data Collection Plan

Key activities for interview:

• Identify suitable embedded cases within the organisation or SBU.

• Draw models of the NPD process for cases discussed, asking the interviewee

to comment where possible.

• Identify structure key decision-makers, and point at which decisions were

made within the firm/department, and establish the role/involvement of

packaging staff in NPD.

• Note all inputs into the process.

• Gain insights into any problems experienced in development.

434

Preparation Required:

• Read through protocol prior to interview.

• Read up on the company: website and recent trade articles.

• Identify its main products and product lines, plus any recent products

launched that may be discussed.

• If company was included in stage one of interviews, read notes to prepare for

interviews.

2.4 Outline of Case Study Report

• Identify and provide details on one or more individual cases (in line with the

case selection rationale), ideally discussing:

o A product development project.

o A packaging development project (successful or unsuccessful).

• Identify the type of packaging change, utilising the typology.

• Analysis using the framework generated in Phase 1.

• Discussion of the process, key activities, inputs, and any other relevant

factors.

• Create diagrams and models as a summary of the structure of the NPD

process.

• Identify responsibilities within the new product teams, as well as the key team

members and where relevant their influence.

• Identify external inputs, if any, into the process; the stage at which the

external partners were involved, and the nature of their involvement.

• Identification of any key factors influencing the process.

435

3. Case Study Interview Questions

1. With reference to a recent [relevant] product development project, describe

what happened from beginning to end.

Note, discussion should include:

a. Idea & source

b. Concept stage

c. Analysis

d. Development (processes e.g. kitchen trials, taste tests, recipe tests,

scale up, pilot plant)

e. Testing

f. Launch

2. What factors drove the development of the new product? (e.g. costs,

personnel, the production line/investments etc)

a. Why did these factors drive the development?

b. What was their influence?

3. What evaluations were included in the process and where do they fit?

a. What personnel were involved and at which stages?

4. Where did packaging fit within this process and why?

Note, discussion should include: where it begins to be considered, the

development of packaging (not labeling)

5. How was the format decided upon?

Note: Who was responsible for, and involved in, packaging decision-making?

6. What was the emphasis of the packaging activities?

Note: e.g. label changes, structural, or technological development.

7. Did any problems arise with the packaging developed?

8. Think back to a recent [relevant] successful packaging development you were

involved in. Characterise what happened (as above).

9. With regards to packaging development:

a. Who was responsible?

436

b. Who set the brief, and how was it defined?

c. How were new pack ideas/changes identified (whether to do them)?

d. What drove the new/change to packaging (e.g. cost, opp’s etc)?

e. What other factors impacted on the change/project?

f. What other decision-makers influenced the project, and what was their

influence?

10. What role did external parties play in the process, and where do they fit within

the process?

General questions to address:

9. When and why are packaging changes considered? (constantly reviewed)

Degree of consideration in NPD? What about format changes? How do

changes in the process changes impact on this?

10. To what degree is packaging seen as a driver of NPD opportunities?

11. Consumers role/input (both generally and in regards to packaging)?

12. How does the product and packaging development process differ by product

area/what factors cause differences in the process (e.g. newness, product

category, production process etc)?

437

Appendix 6.6: Detail on the Design of the Case Study

Protocol: Skills and the Protocol 1. Procedures for Skills Required

In order for data collection and interviewing to be effective, it is important that the

researcher possesses the required skills and understanding. According to Yin (1994)

this includes five particular considerations or skills. Table 7.3 identifies the skills and

knowledge, and then relates them to the strategies and considerations incorporated

in the research to ensure these were adhered to.

Appendix Table 6.1: Skills and understanding required (based on Yin, 1994) Skills and understanding required (based on Yin, 1994)

Considerations and strategies adopted in the research to account for the identified factors

The ability to ask good questions Then in turn, the ability to, interpret the responses appropriately

-Analysis of literature & phase one to define questions -Preparation of interview guide and questions -In depth knowledge and understanding of the researcher into the subject matters and issues (all interviews conducted by the researcher) -Prior knowledge from phase one and from preliminary research -Prior interviewing experience (based on prior research units studied, experience as a market researcher, and skills developed in phase 1)

Being a good listener -Prior interviewing experience (based on prior research units studied, experience as a market researcher, and skills developed in phase 1)

The capacity to be flexible and adapt the interview/data collection based on the responses and situation

-Prior interviewing experience (based on prior research units studied, experience as a market researcher, and skills developed in phase 1)

A good understanding of the issues being studied

-Prior knowledge from secondary data collection, phase one, and from preliminary research -Secondary data collection on each organization to build background understanding of the cases

Unbiased preconceptions or notions

-Based on prior research methods units studied (research methods unit at masters level, attendance of research training workshops at University of Portsmouth, and research training at the British Academy of Management) -Prior interviewing experience (experience as a market researcher, and skills developed in phase 1)

In addition to the above, the researcher also focused on being able to listen carefully,

note important responses, then adapt the interview format to ask appropriate

questions in order to address key issues highlighted and provide clarification. Becker

(1998) and Yin (2009) both suggest that this is of critical importance in order to deal

with discrepancies, as well as achieve greater insights.

438

2. Application of Procedures

The development of the research protocol is critical in case study research (Yin,

1994; Levy 1988; Tellis, 1997). Indeed, use of protocols, alongside multiple sources

of data (Yin, 1984), can ensure accuracy and aid in triangulation (Stake, 1995). This

is critical, as triangulation can be used to confirm the validity of the processes.

Furthermore, the protocol is particularly important in helping to focus the investigator

on the main tasks and goals. The protocol incorporates the development of an

instrument for data collection, rules, and procedures to enhance reliability (as

recommended by Yin, 1994). Yin (1994) suggests it should include the following

sections (adapted from Tellis, 1997): an overview of the case study project, field

procedures, case study questions, and a guide for the case study report. Based on

these considerations, a case study protocol was developed for this research. The

protocol was structured based on the above areas, but adapted slightly into three

main sections:

1 Introduction - this focused on the context of the research, particularly in regards

to its phase, the research aims, questions, and propositions.

2 Data collection procedures (incorporating notes on reporting) - this addressed the

site or sites to be visited for each interview, the key contact or contacts (providing

room for any additional contacts made to be noted), the plan for the data

collection, and the outline of the proposed case reports.

3 The interview questions - this focused on the specific questions to be asked of

each interviewee or interviewees. These covered each area required; within the

interviews, decisions were made as to the degree to which each question could

be answered by the interviewee, and if necessary, it was noted that additional

information may be required from other respondents.

Within this report it was not considered relevant or necessary to incorporate relevant

readings or issues, due to the researcher’s detailed knowledge and involvement

throughout the process.

Whilst the first three sections of the protocol are relatively self-explanatory, in terms

of the need to incorporate them, it is worth briefly noting that Yin (1994) highlights the

need to consider the format of the report from the start. This results from the lack of a

widely accepted reporting format (Tellis, 1997), which causes many researchers to

focus on a common journal format (Feafin, Orum, Sjoberg, 1991). Therefore, an

understanding of what the key sections would be would enable the researcher to

ensure the relevant data would be collected for the write-up.

439

3. Ethics

Ensuring ethical conduct was an important consideration within the research (Ethics

approval form provided in appendix 6.7). The principle of justice in research

translates practically into the need for informed consent. In this respect, the following

had to be ensured: the disclosure of the purpose of the research, its themes, and

expectations of the participants. Fundamentally, it was also necessary to ensure that

interviewees agreed to participate. Ensign (2003, p. 47) has suggested that “In

qualitative research, breach of confidentiality and the resultant invasion of privacy are

usually the greatest risks of harm”. This is particularly important in business

interviewing, as the interviewees’ rights must be protected; therefore, competitive

data or data that would potentially place them at risk must not be disclosed. As a

result, confidentiality and anonymity were key. In this research, the following steps

were taken:

• The overview section of the case study protocol provided the relevant

information to the interviewees.

• Each interviewee was sent a copy of the cases as they were to be written up

in the thesis, in order for them to review this and confirm that they were

happy.

• Each interviewee and organisation was ensured anonymity, unless otherwise

agreed. In any case, the interviewee’s name was not revealed in the write-up.

The combination of these steps, alongside other strategies and practices detailed

elsewhere in this chapter, aimed at ensuring the research was ethically conducted.

440

Appendix 6.7: Details on Ethics Approval

441

442

443

444

445

446

Dear Chris Following resubmission, the Committee is content that the remaining concerns have been addressed and has approved your Ethics application ref E169. Best wishes, Sharman Dear Sharman, Sorry I haven't got back to you sooner. I have made some changes that I believe overcome the issues highlighted below. I have attached the unsigned word copy, I would like to get this approved in principle if possible (rather than getting Paul to sign multiple versions, as further changes may be required from the committee)? Look forward to hearing from you. I also attach the information sheet. BW, Chris Sharman Rogers Business Services and Research Portsmouth Business School T: +44(0)23 9284 4202 What we offer business: Services for Business http://www.port.ac.uk/research/ceri Talent Development: http://www.port.ac.uk/departments/faculties/portsmouthbusinessschool/talentdevelopment Events and Open Evenings http://www.port.ac.uk/pbsevents

447

Appendix 7.1: Table providing greater detail of categories,

themes and dimensions within the key findings. This is divided up into each main group of interviewees. (Displayed on the following page for presentation purposes)