How managers' cognitive frames affect the use of process improvement approaches in new product development

Purpose Despite the numerous implementations of process improvement approaches (PIAs) in new product development (NPD), espoused benefits PIAs are rarely realized practice. This paper explores how managers' cognitive frames provide knowledge structures that affect use products. Design/methodology/approach A qualitative multiple case study method was used to elaborate theory relation NPD. Four large multinational companies were selected. Interviews with informants from different functional specialisms conducted, and internal online documents collected analyzed. Findings Two main findings emerge. First, authors identify three types frames: conflicting, paradoxical, supporting. Second, these found influence decisions over whether promote, adapt or prevent implementation PIAs, sometimes contrast organization’s strategic intent. Practical implications generates insights into importance managerial decision-making determining scope depth Originality/value helps explain conflicting literature regarding effects NPD by identifying as a key factor. Moreover, highlights roles shaping an organization's approach for managing contradictory goals shows organizational frame may conflict be displaced individual frames.