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

Abstract

Purpose – Companies receive growing pressure from customers, nongovernmental organizations, and public administration through legal acts to generate products both providing value to the customers and being sustainable. This requires a move beyond green products, which are therefore not perceived as sufficient anymore. Hence, research on new product development toward the aspects of sustainability attracts more attention. The purpose of this study is herewith to analyze how sustainability influences new product development (NPD) and companies manage this challenge. Design/methodology/approach – A multi-case study approach with a total of 19 interviews in five automotive manufacturing companies has been conducted. The data originates from preinterview questionnaires, publicly available data, and semi-structured interviews with departments focusing on sustainability and product design. Findings – The findings of this chapter refine the understanding of a sustainable new product development. NPD success factors are closely linked with the triple-bottom-line dimensions. The case studies show that the social aspect is hardly present in NPD. Nevertheless, it becomes evident that strategic management for sustainability and new product development has to be aligned closely to reach sustainable products. Research limitations/implications – The chapter uses a case study approach, so generalizability of the study is limited. This approach enables to examine explicitly the relationship between sustainability and NPD, where empirical research is lacking. Originality/value – The chapter contributes to prior research in sustainability and new product development by analyzing the interconnection of NPD and the triple bottom line on a success factor level and provides case studies for justification.