Environmental Turbulence, New Product Development and Innovation

This study aimed to implement a systematic review of literature, in order to find theoretical support on the relationship between new product development and product innovation, moderated by environmental turbulence in the technological and market dimensions. It was used the qualitative approach, with data and information collected from published articles on the subject. The criteria researched consisted of: temporal cut from 2000 to May 2015, the article must belong to the area of Business Management or Economy, to present relationship with Environmental Turbulence, Development of New Products and product innovation. In the literature used, it was not possible found any article presenting an integrative model using New Product Development or Product Innovation moderated by environmental turbulence in its two dimensions. Based on the review accomplished, it is possible to define more four subjects to be studied in future empirical works approach these elements.


INTRODUCTION
The relevance of the environ ment is to verify critical points and favorable points to change. These changes could be different aspects: behavioral, econo mic, technological, market demographic and social (Gonçalves, 2011).
Historically, the environ ment was consider a key element in the definition o f organizat ional strategies (Oliveira et al., 2016). In most organizations today, the prevailing perception is that the turbulent environment becomes complex and difficu lt to perceive and uncertainty is a constancy Zhu;Zuo, 2015).
In the 60's, during the post-war recovery still had observed the growth of the organizations occurred, with a tendency to diversify products. In the 1970s, the period of inflation and stagnation began, with conservative management and creation o f strategic business units, while in the 1980s a series of factors contributed to exaggerated concern about organizational effect iveness, with a Japanese economy. Research at the time focused mainly on restructuring processes. However, in the 1990s, there was rapid econo mic and polit ical change. The changes that occurred in the environment required a red irection regarding uncertainty, mainly technological changes (Hamel;Prahalad, 1995;Bonjour;Micaelli, 2010).
The 21st century, accelerated changes in the economy, the market and uncertainties, it seems necessary to revise environmental concepts, especially when talking about turbulence and economics. New trends come with new impacts, new needs, arise to intra-organizational networks at various levels. As a result, the process is accelerated in search of new studies, management tools, as well as the constant need to innovate in new products, agility in the processes with the ab ility to p redict the needs of the market and attentive to the needs (Porter, 2004;Prahalad, 1995).
The environment is everything that involves the company, also related beyond the boundaries or limits of the organization. The environ ment has characteristics by intense competition, econo mic difficult ies, technological changes, uncertainties about government policies, and other factors that threaten the future of companies.
However, there is a need to interact with the economic and political system, where the co mpanies then inserted. So that they act together to become co mpetitive to face the adversities imposed by the system. The nameof this set of adversities economic turbulence or even Environ mental Turbulence (Thompson, 1967;M illillen, 1987). Zhao, Zuo, and Zillante (2015) argue that economic turbulence is a precursor to innovation and therefore to New Product Development.
The present study aimed to carry out a systematic review to find theoretical support on the relationship between New Product Development and Product Innovation, moderated by the technological and market environmental turbulence. these dynamic environ mental conditions affect the obsolescence of current products and / or services, driving the development of new products.
It should be most impactful, that technological and market ing aspects are complementary, so that their integration based on organizational learning maximizes innovation and consequently performance ( Song et al., 2005; Lane; Koka; Pathak, 2006). However, environmental turbulence is fraught with divergence, volatility, quantity of changes, and was impact by the speed with which they happen (Jauch;Kraft, 1986).
Fro m another perspective, Gimenez (1993) elucidates that the changes are linked to the way the threats occur, with globalization being the phenomenon that causes Environmental Turbulence (Ramos; Gimenez; Ramos; Ferreira, 2005) since the environment is understood as a set (Mintzberg and Lampel, 2000). In this sense, Cochia and Machado-da-Silva (2004) emphasize the relevance of dominating and identifying the spheres of the organization in their environment.
However, W ischnevsky, Damanpour and Méndez (2011), in a study carried out in the United States during the 1970s and 1990s, found that environmental changes interfere in rates of exchange variation, as well as in products, technological and administrative processes, and consequently in the Product Gross Domestic Product (GDP). Thus, according to the authors, unpredictability is define as influencing the development of organizations and nations.
According to Zhao, Zuo and Zillante (1985) "Environ mental turbulence is used to describe temporary disruptions in the organization caused by environmental factors, such disruptions often have devastating and harmful effects on organizat ions." It wassuppose the environment as a dynamic element of all organizat ional phenomena undergoes constant changes as a form o f competitive survival Zillante, 2015).
While the mu lt idimensional model has been adopted to classify Environmental Tu rbulence, Duncan (1972) argues that this is endowed with comp lexity, which is complemented by Child (1972) by assigning him aspects related to diversity and by Sharfman and Dean (1991)  process, destined to place it in the market, in order to market it (Sang; Crawford; Stuessy, 1997). The development of new products becomes an alternative to new strategies and necessary to continue in the market, with which it is possible to increase their co mpetitiveness (Kotler, 2000;Parasuraman;Colby, 2002). It could be accept that Develop ment of New Products is a process where changeshappen to the characteristics of the products in order to meet the needs of the customers. New Product Develop ment is co mposed of several stages, where it generates continuous knowledge (Trott, 2012).
Develop ment of New Products can be consider as the whole process or as a total process of strategy, concept generation, product planning and marketing, as well as market ing aimed at the imp lementation of a new supply (Crawford, 1997). However, "experiences show that no other activity seems to take more time, more money, involves more pitfalls or more anguish than a New Products program" (Dhalla;Yuspeh, 1976, p.108) In this sense, Clift and Vandenbosh (1999) point out that the main objective of new p roduct development is to minimize the time of the manufacturing cycle (Cooper;Kleinschimst, 1994), as well as to maximize consumer involvement (Gruner;HOMBURG, 2000 ). Thus, "the key to its survival and growth lies in the continued development of new and improved products" (Kotler, 1980, p.240).
According to Cooper (1996), the Develop ment of New Products is relate to three main factors, namely: process, resources and strategies. On the other hand, Calantone, Di Benedetto and Bhoovaraghavan (1994) emphasize that most organizat ions generally carry out the complete cycle of technological innovation, so that it adopts a reference model for the systematic and integrated management of such process.
The New Product Development process is composed of three stages, namely: pre -development, development and post-development. The first objective is to define the relationship between the organizational objectives and the projects to be developed, as well as the indiv idual development planning of each of these. The second , in turn, corresponds to the definition of the functional structures of the product and its technical and technological informat ion, covering the activities of designing, constructing, testing and optimizing the product until its approval. Finally, the third step includes the systematic monitoring of in formation about the results of the product in the market, including its distribution and life cycle assessment (Clark; Wheelwringht, 1993; Ro zenfeld; Forcellini; Amaral, 2000).
However, emp irical research by Rocha, Bo rin i and Spers (2010) found that there is a negative correlation between the degree of global integration of co mpanies and strategic alignment with marketing autonomy in new products, which justifies the fact that certain subsidiaries have a superior advantage in relation to other corporate units. Fro m this perspective, Sbragia and Lima (2013) elucidate that co mpanies that have market orientation have greater integration between the functional areas related to the Development of New Products and consequently acquire high results. It is also worth noting that New Product Development indirect ly affects profitability, whose relationship is intermediate by market share (Sampaio; Perin; Ferreira, 2008).

INNOVATION
The concept of innovation was earn in 1911 after the publication of Econo mic Develop ment Theory elaborated by Joseph Schumpeter, where under a capitalist approach; this is defined as the process of "creative destruction" that promotes the rupture with the current economic system.Fo r this, the author bases the innovation in five assumptions (Avila Neto et al. 2016;. Namely the introduction to the market of a new good or service; introduction of a new production method;The creation of a new market in a given country; the acquisition of a new source of supply of raw materials or semi-manufactured products; the imp lementation of a new structure in a market (Schumpeter, 1982).
Then, innovation is endow with economic rat ionality through financial returns fro m new products, processes and / or procedures (Freeman, 1982). Innovation can still be recognize as "the specific tool of entrepreneurs, the means by which they exp loit change as an opportunity for a different business or a different service" (Drucker, 1986, p.25). Thus, while invention and creativity are associated with the individual and personal aspect of generating a new idea, innovation corresponds to an organizational process of implementing this idea (Van de Ven, 1986).
Based on the Schumpeterian assumptions, the Oslo Manual (2005, p.55) defines innovation as the "implementation of a new or significantly imp roved product (good or service), or a process, or a new marketing method, or a new organizational method in business practices "and thus establishes the four dimensions of innovation.
With regard to the types of innovation, there is radical and incremental innovation. The first provides a significant impact under a given market (Schumpeter, 1982), promoting its rupture (Christensen; Snyder, 1997). Incremental innovation refers to the one that subsidizes continuous technical imp rovement (Bessant and Tidd, 2009).
In turn, Bessant and Maher (2009) emphasize that innovation has many different forms, but we can summarize them in different dimensions: product, process, position and paradigm innovation. For these authors, product innovation consists of the change of the product / service that a company offers, while process innovation corresponds to the transformation in the way in which the things / services are create and offered to the consumer. Consequently, paradigm innovation refers to change in the context in which product / service is introduce and, finallythe paradig m of innovation relates to change in the basic mental models that guide what the co mpany performs. Innovation corresponds to a process whereby organizations must be attentive to market demands (Bessant and Maher, 2009). Therefore, because it is a process and not an isolated event, it is manageable Pavit, 2005). Innovation requires implementation of new ways of perceiving it, as well as new markets (Bessant and Maher, 2009), especially in uncertain environments.
In the scope of innovation are the Development of New Products whose contribution refers to the maximization of the market differentiation that occurs as the competitors differentiate each other (Bessant and Maher, 2009). Therefore, it is imperative to analyze the set of elements related to the marketing, financial and technological dimension, as well as internal organizat ional resources (Ladders, Takekeuch, Takekeuch, 2007).

III.
METHOD For the selection of articles, wh ich were studies, initially biblio metric search used in the Scopus, Science Direct, Emerald and Ebsco databases. As a search guideline we used the 1st Law o f Biblio metrics (Law o f Zipf), wh ich consists of the occurrence of words (Bufrem;Prates, 2005), limited to the descriptors (keywords), since they strictly cover the subject treated in emp irical investigations (Brandau;Monteiro;Braile, 2005). Thus, the definition and descriptions of these following terms and Booleans are "environmental turbulence" and "development of new products" and "innovation".
It was determined as a search filter in relat ion to the type of document "article", whose time cut corresponded fro m the year 2000 to the date of May 30, 2015. No exclusions were established regarding the language of the publications. In this way, 92 (n inety-two) articles were preliminarily obtained, of wh ich 62 (sixty-two) were excluded after careful reading because they did not present research objectives related to the three proposed constructs (innovation, environmental turbulence and new product development).
Two papers were also exclude because they are published twice only by reversing the author's order of importance. Thus, the portfolio of articles to be analyzes was composed of twenty-eight publications that used different types of emp irical investigations. However, it was found that of these, twenty-two did not deal with the relationship between the proposed constructs, so that the final analysis was composed of six publications.
Then, the qualitative analysis of the selected articles was carried out, whose guiding question consisted of the following question: what is the relationship between Environmental Turbulence, New Product Development and Product Innovation? From this, a systematic review of the literature was carried out, which consists in the identification, selection and critical evaluation of relevant research (Clark, 2001), which p rovided subsidies for the preparation of prepositions and consequent of the theoretical model.

IV. ANALYSIS AND RESULTS
The convergences found that, environmental turbulence has a direct effect on the organizations, also how it operate. On the other hand, in the uncertainty aspect, organizat ions must be alert to new requirements, to act quickly in uncertain environ ments and that innovation is a success factor . However, there are also studies where organizations act on process and not product innovation, because of this process innovation has a rapid financial return, while product returns may be uncertain. They are complex questions and sometimes there is a divergence between authors, it is perceive that they deal with the same subject, but with economic bias and geographic issues. That could be one of the factors. Like the case study below.
Kam-Sing Wong (2014), reports that the success of a new product is a comp lex issue, Buganza (2010) also stresses that requirements and complexit ies are relevant factors when designing a new project. Thus, Bessant and Maher (2009, p.387) also found that "innovation does not happen simply, because we desire it, is a co mplex result that involves risks and needs careful and systematic management." Pratono and Mahmood (2014) in their studies found that Environ mental Turbulence has moderate and direct effects on New Product Development and business performance. Already for Zhao, Zuo and Zillante (2015), Environmental Turbulence is manage by flexibility within the context where it is insert. While fo r A mbrid i, Li and Ren (2015), Env iron mental Tu rbulence has the moderating role between project teams and project performance. Droge, Calantone, and Harmancioglu (2008) emphasize that the Environ mental Turbulence relationship has a moderating effect on intra-organizational relationships. That said the reflexes could affect organizations regardless of where they may be install. For Kam-Sing Wong (2014), Environmental Turbulence is a form of unpredictability with this having direct impact on the product. Wang et al.

International Journal of Advanced Engineering Research and Science (IJAERS)
[ Droge, Calantone and Harmancioglu (2008) have tested the direct and indirect effects that link the antecedents to the success of a new product. These are: (i) proactive strategic guidance along with skills; (ii) organizational structures (iii) innovation (iv) market intelligence. Emphasizes that innovation is link to intelligence and market, in turn is the success of a new product and that the background may be of intraorganizational domain. However, the relationships of intraorganizational constructs for product success are hypotheses whose moderator is environmental turbulence. While Kam-Sing Wong (2014) emphasizes that Environmental Turbu lence was strategically leverage, it can play a positive role in New Product Development.
However, Buganza (2010) investigates the management of innovation in high turbulence environments, with uncertainty and complexity, market demands accompanied by technology are challenges. Recent studies in the management academy have suggested that when facing turbulent environ ments, companies, organizations or even nations must implement more flexib le development processes (Eissmann et al., 2017; Arruda et al. 2017). The same authors carried out a case study with nine constructs in five Italian co mpanies, the results found were that the companies studied should analyze TA as an uncertainty factor and in a specific way for each project. In addition, they may come fro m both changes in the market and technology.
However, having quick changes is not enough. In the case of turbulence, both market and technological, the companies studied need to wait to do the implementation of their pro jects. If the turbulence is only of the market, one should streamline the experiments involving clients.
In the study of Piening and Salge (2015) it was identified that Environ mental Turbulence is expected positively to moderate the relationship with innovation and performance of the company. The main idea of the study was to analyze the antecedents, contingencies, and consequences of the differences between successful companies and innovation. Despite widely recognized economic value, however, process innovation has received less conceptual and empirical attention than products. The main antecedent for innovation isfocused on financial resourcefulness.
Pratono and Mahmood (2014) developed a study that aimed to determine the moderating effect of Environmental Tu rbulence between business performance, business orientation and business manage ment. The study also found evidence that Environmental Turbulence is significant in relation to the performance o f corporate social capital.
Yang and Huang (2016) conducted a study where the purpose was to empirically investigate a sample of pro jects in the construction industry of Taiwan. The results pointed out that Informat ion Technology can improve the involvement with the owner, and later, imp rove the performance of the pro ject. The results indicate a positive relationship with the team that owns the project, and organizational capacity depends on Environ mental Turbulence. Su et al. (2013) have developed a study to verify whether technological capacity and market ing capacity are complementary or supplementary capacities, and how technological and market ing capacity could be appropriately used to respond to Environ mental Turbulence. Based on research in 212 Chinese companies, these authors found that technological capability and market ing ability have synergistic effects, but that technological turbulence increases the effect of performance capacity, but impedes marketing ability. Considering also that, the market turbulence advances on the effect of the marketing capacity and performance, but it impedes the technological capacity.
The study developed by Wang, Lo and Yang (2004), unlike previous studies, focuses on the decomposition of the impacts of the essential co mpetences on the performance of the company and its moderating effects of Environmental Turbulence. With this, the studies verified that the competences influence the performance of the company and that they are moderate by Environ mental Turbulence, as well as by the turbulence of market and technology.
While, Wang et al. (2013) presented a study that developed and tested a model that establishes the role of external resources as a mediation mechanism and examines the moderating role of Environ mental Turbulence and also exp lains the impact of managerial relationships on resource acquisition. In China, this survey was conduct in 253 co mpanies, indicating the acquisition of resources plays a partial med iating ro le in the relations between management and organizational performance.
Tsai and Yang (2014) studied resource-based theory, and investigated how technology turbulence and market
The results indicate that Technological Turbulence has a positive effect on innovation and New Business Develop ment, but that Technological Turbulence, and Market Turbulence does not. They also found that when Technology Turbulence increases, Innovation has a positive effect on the success of the new business. The results suggest that managers and manufacturing companies must adopt innovation to ensure that their companies can thrive under the effect of Technology Turbulence. Auh and Menguc (2005) report that a strategic orientation is needed that is initiated in the top management team, but very little is known about the composition of the functional diversity of the co mponents and the effectiveness of the strategic orientations. Thus, they developed a contingency model that examines th is relationship under different levels of Environ mental Turbulence and cross-functional coordination. The results show that, under strong Environ mental Turbulence, companies will have mo re d ifficu lties to achieve greater strategic orientation due to their functional differences.
Dayan and Di Benedetto (2010) examined the med iating effects of team co mmit ment between longevity, confidence and managerial performance, team learning and product success, under the moderating effect of Environmental Turbulence. The results show that the impact of managerial confidence is associated to the success of the product. In addition, the results show that business confidence influences team commitment.
After analysis and importance of the study in relation to Environ mental Turbulence, New Product Development and innovation. It was verified that there is a need to verify critical points regarding the issue of Environ mental Turbulence that organizations and managers face. With the need to identify possible changes, besides increasing proactivity of the organizations on external elements, management mechanisms to guard against the uncertainties imposed. In all thesearticles, it was verified absence of studies where it involved Environ mental Turbulence as antecedent of the Development of New products and the innovation. Environ mental Turbulence had a moderating effect on the Development o f New Products, and in others, the effect was as an antecedent, only for innovation and still separately for the Development of New Products.
One factor that could be asked is when the strategies that can be adopted, as well as the defensive strategies, prospective strategies, strategies, analytics and reactive strategies. In the case of defensive strategies, it is a process, by which the indiv idual perceives the reality that is around them, both can be individually and collectively used (Martins, Robbini, 2012).
An analysis of mobilization by all prospective intelligence, as well as all classical analysis, and in terms of where threats and opportunities may occur, should still be considered. Looking at all the diffusion of ideas of the strategic expression prospective and verify if it is no longer applied. Co mpanies need to be aware o f any changes that occur, be they product, processes or services. The changes that the market is imposing in front of the new demands of the markets, both nationally and internationally. Mainly in exchange, polit ical and social changes. Co mpanies must always observe the geopolitical factor in order to face environmental turbulence.
Thus, Table 1 demonstrates how the studies define the role of Environ mental Turbulence and its dimensions in the relationship between Product Innovation and New Product Development. Given the above, Figure 1 presents the propositions, considering the relationships between the constructs found in the literature. Such findings may serve as a basis for future research.

V.
FINAL CONSIDERATIONS This study aimed to carry out a systematic review to find theoretical support on the relationship between new product development and product innovation, moderated by the technological and market environmental turbulence.
These twenty-eight articles selected, only six art icles reported that Environ mental Turbulence has a moderating effect on Innovation and New Product Development. Pienig (2015) corroborates the proposition that Environmental Turbulence has a moderating effect on the Develop ment of New Products and predicts the needs of consumers. It was found that most of the studies were conducted in Ch ina andrecent periods. It may be due to the transition China has been going through in recent years.
In an insignificant percentage, Env iron mental Turbulence had a moderating effect on the Develop ment of New Products, other the effect was as an antecedent for Innovation, and still separately with the development of new products. In that notice there is a lack of studies that prove the influence of Environmental Turbulence on New Product Develop ment. There is no supporting data, only assumptions. This opens up a range of opportunities to develop new research with clear objectives. To meet this demand there is a need to research the three items at the same time, that is, the effects of Environ mental Turbulence directly influence the Develop ment of New Products and Innovation? But in a longitudinal period, because it is known that the effects of economic plans political crises are factors that directly affect and in this way Environmental Turbu lence is present, but it is not possible to say if it can occur in a short period of time.
If there is not data, it is practically impossible to conjecture whether Environ mental Turbulence has moderating or mediating influence on Develop ment and Innovation. This reinforces the idea that the triple alliance must act together. Each link does its part; the Govern ment should support the academy, which is the owner of the knowledge and means of acquiring them and the government financially supporting the surveys, and organizations open to new opportunities. A reflection in the light of the debate, there are not enough studies that prove the unanimity between the factors that affect New Product Development and Innovation (Oliveira et al., 2017a;2017b;2017c). We could make several conclusions, but to stick to only the reflection is already enough, because if it did s o we would be concluded in a subjective way, and yet it is not object of the study. Thus, fro m the analysis of bib lio met ric research, the present study sought to understand how organizations are acting in the face of Environ mental Tu rbulence in relation to the Develop ment of New Products and Innovation. It would be interesting that future works would bring together studies in Eastern countries and compare them with South America.
In technical terms of thesestudies, it is also verified that there is a gap that needs to be studied longitudinally, which is to verify if the Environ mental Turbulence affects the profitability of the organizations. Having said this, we also verify that Environ mental Tu rbulence is a determining factor for innovation or for the Develop ment of New Products.
In a turbulent environment where co mpetitiveness takes on the role of globalization, the co mpany to be competitive must assume asymmetries in the form o f competitive advantage and take an innovative position in product, process, and new sources of supply and market opportunities in an organized way and without loss in quality and price. However, the co mpetitive advantage will be maintain with continuous improvements.
We recognize the limitations of the research regarding the scarcity of emp irical investigations that address the relationship between the constructs presented, together. It is a highlight,because the limitation the number o f databases consulted, as the time cut used.