This paper identifies the management problems with the Front End Processes of New Product Development (NPD) in China. Many NPD projects in China have been unsuccessful, and moreover organizations fail to recognize opportunities for new products (BCG, 2004). Given the benefits that Quality Oriented New Product Development Tools (QONPD) such as Theory of Inventive Problem Solving (TRIZ), Design for Six Sigma (DFSS) and Quality Function Deployment (QFD) can provide to drive the opportunity recognition (OR) stage of innovation, they appear to be under-utilized. The paper will develop and test preliminary hypotheses explaining the effects of QONPD adoption in terms of opportunity recognition in NPD. Expert interviews and a longitudinal case study will be used to confirm and verify our propositions and explore the best practices of adopting QONPD for OR, building grounded theories concerning "innovating via QONPD".