Factors Influencing Product Innovation Success: The Mediating Effects of R&D-Marketing Integration

Abstract

Higher education institutions are hubs of knowledge and expertise, and these institutions can connect their experts from various fields, their students and researchers with professionals from the public or private sectors, in exploring research ideas, developing and testing those ideas, and eventually commercializing them. With the proper R&D setting at these higher education institutions, successful innovations can likely be the outcome of those activities. There is no unique approach in which higher education institutions can act entrepreneurially. One important aspect is their ability to generate income through commercialization of product innovations. As public funding becomes increasingly constrained, many higher education institutions are encouraged to raise their own revenue. In this light, the paper will discuss factors that influence product innovation performance in organizations based on several empirical studies. This paper introduces crowd capability, organizational factors, and environmental uncertainty to study their effects on t h e product innovation success at higher education institutions directly or mediated by R&Dmarketing integration. The aim of this paper is to propose a conceptual framework that will incorporate crowd capital theory (Prpić & Shukla, 2013) in the study of R&D-marketing integration in the innovation process, expanding the works of Gupta, Raj, and Wilemon (1986).

Integrating manufacturing and R&D functions for better quality and product development performance

“…Several studies focus on the effects of integration between specific functional departments on performance outcomes. Much research has been conducted on the benefits of integration between research and development (R&D) and marketing departments for product development performance (PDP) (Swink and Song, 2007;Gupta et al, 1985Gupta et al, , 1987Song and Parry, 1992;Nijssen and Ordanini, 2020;Mohamed et al, 2018). Marketing, as a boundaryspanning function, serves as the interface of information processing between external customers and the internal organization (Piercy, 2009).…”