Article 1:

Research has long emphasized the importance of developing new goods for global markets.
Nonetheless, despite the growing interest of companies in creating such products, we do not empirically
know how such innovation impacts the quality of new product development programs (NPDs).
Addressing this research gap in the literature, this study introduces and tests a series of hypotheses on
the relationship between developing new goods with a global market perspective and the performance
of NPD systems, and discusses various organizational, procedural and functional variables that may alter
this relationship. The results of the empiric study show that the development of new products with a
global market focus was positively linked to the financial performance of the NPD programs, and this
relationship was stronger when firms used a cross-functional organizational structure in the NPD and the
NPD process. However, these results suggest that this increase was positively linked to the rate of
release of the new product and that this association was stronger while businesses were using the NPD
process. Ultimately, contrary to our theoretical assumptions, these partnerships have not been
moderated by firms ' participation in the vague front-end operations of the NPD.

Article 2:

Research has long stressed the importance of developing new products on global markets. Nonetheless,
given the increasing interest of businesses in developing such products, we do not know empirically how
such developments have an impact on the performance of new product development (NPD) programs.
Discussing this research gap in the literature, this study presents and tests a series of hypotheses on the
relationship between the development of new products with a global market focus and the performance
of NDP systems, and explores the various organizational, administrative and operational factors that
may affect this relationship. The findings of the empiric study show that the development of new goods
with a global market orientation was positively linked to the financial performance of the NPD systems,
and this correlation was stronger when companies used a cross-functional organizational structure in
the NPD and the NPD system. In addition, these results suggest that this rise was positively linked to the
launch level of the new product and that this correlation was greater when companies were using the
NPD study. Ultimately, contrary to our theoretical assumptions, these partnerships have not been
affected by firms ' participation in the vague front-end operations of the NPD.

Till now, the "international" dimension of manufacturing has concentrated on actual mass production in
industries established in underdeveloped countries. In view of this truth, most North American and
Western European corporations are implementing a business strategy to persuade customers that their
product lines have been manufactured locally, at home, while in truth being produced internationally.
Of example, the tag on the newly purchased iPod says, "Designed in California. Made in China." But, just
as market pressures have contributed to the globalization of the shop floor, these same common
denominators still govern equal globalization of the design studio. Global cooperation — essentially off-
shoring — at the design stage of the product development process will offer both economic and
functional advantages and meet real business needs effectively. The exchange of layout and other
related critical information enables companies to better cope with ever-increasing demands for
performance, development and esthetic creativity. As an example, once the headquarters has
implemented a basic product design, the design will be further developed, improved and tested by
localized technicians in close vicinity to the manufacturing company.