Although the role of market knowledge competence in enhancing new product advantage is assumed widely in the literature, empirical studies are lacking because of an absence of the concept definition. In this study, the authors conceptualize market knowledge competence as the processes that generate and integrate market knowledge. The authors test the conceptual model using data collected from the software industry. The findings show that each of the three processes of market knowledge competence exerts a positive influence on new product advantage. The results also reveal a positive association between new product advantage and product market performance. The findings regarding the antecedents indicate that the perceived importance of market knowledge by top management has the largest impact on the processes of market knowledge competence.

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Colleges of business administration are under continuing pressure to develop innovative courses to meet demands from the business community. At the same time, faculty members are facing increasing challenges in adopting innovative technologies because of the amount of risk and effort involved. This article examines the adoption of Marketplace, a purely experiential learning course, in an MBA curriculum. The investigation shows that group dynamics and product characteristics were two key factors in the success of the innovation adoption. Findings from an empirical study demonstrate that the students perceived the simulation course as a viable alternative to the lecture-based pedagogy.

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Although the impact of market‐driven learning on new product success in export markets is assumed in the literature, its role is not yet empirically tested due to an absence of the concept operationalization. Develops a conceptual framework of market‐driven learning and new product success in export markets to address these issues. The authors further test the model using data collected from US software companies. The findings indicate that both customer and competitor learning processes exert positive impacts on new product success in foreign markets. The results regarding market environmental factors offer some evidence suggesting correlations between these factors and behavioral activities of market learning. Concludes with a discussion of managerial implications and directions for future research.