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The extant research has investigated the impact of purchase intention by reference groups in different situations. Nonetheless, a few studies have examined the roles of reference groups (private and public) in the purchase intention of distinctive types of shoppers (utilitarian, social value, and hedonic) and the degree of product involvement (high and low). Drawing from social influence theory, using experimental research, and analysing data with ANOVA, the author reveals in Study 1 that private groups may have greater impact on motivation for both high and low product involvement compared to public groups. Studies 2 and 3 reveal that utilitarian shoppers tend to have higher purchase intention when private groups are used for information cues. On the other hand, reference groups do not affect the purchase intention of social value and hedonic shoppers. This research contributes to social influence theory by revealing that reference groups have a diverse impact on purchase intention under different stimuli.

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.