Innovation, marketing strategy, environment, and performance

Manu, Franklyn; Sriram, Ven

doi:10.1016/0148-2963(95)00056-9

Cited by 185 publications

(125 citation statements)

References 47 publications

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“…Also research on firms' orientation toward prospective, market-pioneering innovations has presented similar findings (e.g. Cefis & Ciccarelli, 2005;Manu & Sriram, 1996;Robinson & Fornell, 1985;Robinson, Kalyanaram, & Urban, 1994;Vázquez et al, 2001). Thus, it could be generally expected that firms that have high strategic emphasis on business model innovation (but low on replication) have higher average financial performance in terms of profitable growth than firms with no such emphasis.…”

Section: Financial Performance Implications Of the Strategic Emphasessupporting

confidence: 51%

“…Similarly, proponents of 'innovation orientation' (e.g. Manu, 1992;Siguaw et al, 2006;Simpson et al, 2006) -especially a market-pioneering type of innovation orientation (Manu & Sriram, 1996) -have leaned toward thinking that continual innovations of wide scope in a firm's business (i.e. not only single product or process innovations) generate superior market and financial performance for the firm.…”

Section: Business Model Innovation As a Strategic Emphasismentioning

confidence: 99%

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Business model innovation vs replication: financial performance implications of strategic emphases

Aspara

Hietanen

Tikkanen

2010

Journal of Strategic Marketing

217

170

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The purpose of this article is to examine the financial performance implications of a firm's strategic emphases with respect to business model innovation vs replication. It is also examined how the financial performance implications differ between larger and smaller firms. Based on survey data including top managers' reports from approximately 500 firms, the authors analyze the differences in average profitable growth across firms that differ in their strategic orientations. It is found that firms that have a high strategic emphasis on business model innovation as well as a high emphasis on replication exhibit a higher average value of profitable growth than firms that do not strategically emphasize either dimension. Concerning a strategy that puts a high emphasis on business model innovation but low on replication, a difference is found between small and large firms. Large firms with a high emphasis on business model innovation but low on replication exhibit, on average, weaker profitable growth than large firms with low emphases on both business model innovation and replication. In contrast, small firms with high emphasis on business model innovation but low on replication exhibit, on average, stronger profitable growth than small firms with low emphases on both business model innovation and replication.

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Section: Financial Performance Implications Of the Strategic Emphasessupporting

confidence: 51%

Section: Business Model Innovation As a Strategic Emphasismentioning

confidence: 99%

Business model innovation vs replication: financial performance implications of strategic emphases

Aspara

Hietanen

Tikkanen

2010

Journal of Strategic Marketing

217

170

View full text Add to dashboard Cite

show abstract

“…Han et al do not distinguish between a company's degree of innovation and its degree of new product success, and hence they do not address this issue. The contribution of innovation to corporate survival and growth is an accepted notion but aggressive rates of products' introductions are not always associated with successful product/service innovation (Manu and Sriram, 1996). Calantone et al (1994) do distinguish between the constructs of degree of innovation and of innovation success and examine the relationship between the two.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Exploring the link between market orientation and innovation in the European and US insurance markets

Lado

Maydeu-Olivares

2001

International Marketing Review

103

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Despite the increasing research importance of market orientation in the marketing literature, few comparative studies between the European Union and the USA have been conducted. This limits the understanding of marketing orientation strategy in global markets. Investigates the influence of competitive environments on the uses of market orientation in insurance firms in the EU and the USA and the effects of market orientation on innovations. Using Lambin's conceptualization of market orientation, our results indicate that, although EU and US insurance firms analyze and react to their environment differently, which in turn is reflected in a differential impact on their degree of innovation, this, however, does not translate into overall market orientation differences across markets, differential relations across markets between overall market orientation and innovation degree and innovation performance. Furthermore, there is a positive impact of overall market orientation on insurance firms' innovation degree and innovation performance in both the US and EU markets. The managerial implications of these findings seem clear: the magnitude and the effectiveness of the innovation activities of a firm can be enhanced through the adoption of market orientation principles. IntroductionThere is a growing interest in the concept of market orientation, as empirical evidence shows that companies with higher market orientation obtain better economic and commercial results. Researchers have extensively collected evidence of the positive effect of market orientation on business performance. We have attempted to summarize these empirical results in Table I. However, it is not yet clear why there is such effect and how it operates (Lambin, 1996). The most recent literature suggests that one of the keys to understanding this phenomenon lies in market orientation's positive effect on businesses' degree of innovation

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“…Past studies have identified distinctive organisational behaviours in relation to different strategic orientation (e.g Manu and Sriram, 1996;Pleshko, 2007). The general conclusion from past studies that different approaches to learning may be required in different types of environments (e.g.…”

Section: Introductionmentioning

confidence: 89%

To Continue Prospecting: Performance Implications of Combinative Capabilities and Explorative Learning

ABDULLAH¹,

SALLEH²

2011

JGSM

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Innovation, marketing strategy, environment, and performance

Cited by 185 publications

References 47 publications

Business model innovation vs replication: financial performance implications of strategic emphases

Business model innovation vs replication: financial performance implications of strategic emphases

Exploring the link between market orientation and innovation in the European and US insurance markets

To Continue Prospecting: Performance Implications of Combinative Capabilities and Explorative Learning

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