Main objective of the research is to develop the field of organizational performance by incorporating a wider scope of flexibility (MFD) aspects than is normally established in the NPD performance (NPP) literature. This survey-based paper is a confirmatory study using the resource-based theory, including 207 respondents with Malaysian electrical and electronics senior executives having mainly involved in development of new products. Five hypotheses were developed and analyzed statistically using multivariate approach. The results provided empirical evidences on how flexibility can be integrated holistically during development of new product. It suggests that successful leaders act as “integrating forces” on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual. The data used in this survey represent self-reporting by mainly the middle or top management in manufacturing organizations. Because of the chosen research approach, the research results may lack generalizability. This study would significantly contribute to the vibrant new product development of E&E manufacturing industries in Malaysia. To further illustrate, this paper includes implications for manufacturing organizations to adapt flexibility in the development of new products. Besides, practitioners would make better decision by indulgencing the relationships, in addition to enable application of concepts in this research to other environment such as oil and gas or food manufacturing companies and the firm’s decision makers would benefit from the findings of this research in this highly competitive and dynamic external business environment, in order to remain its competitive advantages over the competitors.
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In-Text Citation: (Teoh, Abu, & Jamaludin, 2018)
To Cite this Article: Teoh, B., Abu, N. H., & Jamaludin, R. (2018). Does Flexibility affect the NPD Performance? A Malaysian Electrical and Electronics (E&E) Industry Perspective. International Journal of Academic Research in Business and Social Sciences, 8(12), 1498–1516.
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