Colin J. Pilbeam

Each of the stages of the New Product Development (NPD) process is vulnerable to different forms of risk. The existing categorizations of these risks are partial, ill-defined, or lack depth. Deploying a systematic literature review methodology, we identify 65 empirical studies that identify sources of risk in NPD. Synthesizing this information, we develop a broad, meaningful, and recognizable taxonomy with five main categories of risk, each with a number of sub-categories. It also takes into consideration the increasingly significant role of sustainability-oriented innovation, including how environmental, technological, and operational risks interact in influencing sustainable performance and resilience in NPD systems. This taxonomy is then used to identify the existing risks inherent in each stage of the NPD process, revealing areas for future research and the applicability of the taxonomy for resolving current issues in NPD risk management theory and practice. Linking the issues of NPD risks with sustainability challenges, this study contributes to innovation management theory and the sustainable development of new products.

Boundaries are an essential feature of an organization and integral to the on-going process of organizing. Outsourcing not only disrupts the configuration of organizational boundaries but also compounds the safety management challenges faced by an organization. This chapter connects these two observations through an examination of the composite nature of the organizational boundary. Misalignment between organizations in one or more of the three clusters of processes (physical, mental or social) that comprise the boundary create differences which may contribute to the safety management challenges commonly experienced in outsourcing. Boundary spanning skills that manage these processes are vital for successful working relationships between organizations but are rarely taught in safety training.