Market-focused management: Human resource management implications

Schüler, Randall S.

doi:10.1007/bf00129601

Cited by 28 publications

(14 citation statements)

References 22 publications

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“…In OST, rewards constitute an important source of perceived organizational support that should foster cross‐functional R&D cooperation because it pays off for the employees (Janssen, ). That is, rewards encourage cross‐functional R&D cooperation that ultimately enhances innovation (Schuler, ).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

A Closer Look at Cross‐functional R&D Cooperation for Innovativeness: Innovation‐oriented Leadership and Human Resource Practices as Driving Forces

Stock¹,

Totzauer²,

Zacharias³

2013

J of Product Innov Manag

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Because cross‐functional research and development (R&D) cooperation appears to drive innovation, many firms have invested considerably in it. However, despite substantial efforts to improve information and communication infrastructures or to bring departments in closer proximity with one another, structural investments often fail to produce the desired positive impact on cross‐functional R&D cooperation. This failure may arise because firms undertaking these structural investments do not manage their employees adequately. Extant research acknowledges the importance of motivating and enabling members of the R&D function to cooperate with other functions. Yet empirical studies investigating the relative importance of leadership and different human resource (HR) practices for enhancing cross‐functional R&D cooperation are scarce. Drawing on the resource‐based view and organizational support theory, this study investigates how innovation‐oriented leadership and HR practices might support members of the R&D function and encourage cross‐functional R&D cooperation, which enhances product program innovativeness. Specifically, members of the R&D function who are supported in their innovation efforts through innovation‐oriented leadership and HR practices should reciprocate for the support they receive by intensifying their cross‐functional cooperation to achieve greater product program innovativeness. Relying on multi‐informant data from 125 firms with assessments from marketing and R&D managers, this study shows that innovation‐oriented leadership and HR practices have different effects on cross‐functional R&D cooperation. A structural equation modeling‐based analysis of the hypothesized relationships reveals that innovation‐oriented leadership, rewards, and training and development have considerable positive effects. In contrast, recruitment does not drive cross‐functional R&D cooperation. Because firms usually operate in dynamic markets, and increasingly acquire relevant information from customers when generating innovations, this study also considers market‐related dynamism and customer integration as important contingency factors. For firms facing market‐related dynamism and those relying on customer integration, leadership and training and development are particularly effective for enhancing cross‐functional R&D cooperation. By integrating two theoretical perspectives, this study not only advances knowledge on the antecedents of cross‐functional R&D cooperation, but also helps explain differences in their relative effectiveness. Furthermore, it both adds to the discussion of whether monetary rewards are appropriate means to foster innovation and challenges existing assumptions about the role of recruiting for innovation.

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Section: Conceptual Backgroundmentioning

confidence: 99%

A Closer Look at Cross‐functional R&D Cooperation for Innovativeness: Innovation‐oriented Leadership and Human Resource Practices as Driving Forces

Stock¹,

Totzauer²,

Zacharias³

2013

J of Product Innov Manag

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“…This conceptualization is adapted from Schneider and Bowen (1992) and Schuler (1996). We draw our attention to the extent to which these three dimensions of human resource management are service-oriented.…”

Section: Framework and Constructsmentioning

confidence: 99%

The Role of Soft Factors in Implementing a Service-Oriented Strategy in Industrial Marketing Companies

Homburg

Faßnacht

Guenther

2003

Journal of Business-to-Business Marketing

159

231

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It has been recognized that in today's highly competitive industrial markets, one of the few ways left to gain differentiation from competitors is by offering value-added services. To do so, however, requires a service-oriented strategy and the active implementation of this strategy which includes significant internal changes in management philosophy and approach. Unfortunately, no study has examined the implementation aspects of a service-oriented strategy. In this context, our research focuses on two important "soft factors," corporate culture and human resource management, that are necessary for a successful implementation of a service-oriented strategy in industrial marketing companies. We analyze the mediating role of these two soft factors in the causal chain leading from a service-oriented strategy to organizational performance. We find that the soft factors play an important mediating role in

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“…By employing the adequate selection mechanisms (e.g. the simulation of customer interaction during the recruitment process) the management of a company can identify applicants with a high degree of personal customer orientation who will contribute to the organization's overall market orientation (Schuler, 1996). Since competitor orientation represents a core element of the market orientation construct (Narver and Slater, 1990;Greenley, 1995), hiring people with specific knowledge about competitors can also improve a company's degree of market orientation.…”

Section: Market-oriented Design Of Management Systemsmentioning

confidence: 99%

“…Using market-related performance indicators such as the attained customer satisfaction is also likely to have a significant effect on an individual's market orientation (Tosi and Hammer, 1982). Finally, relating the compensation of service employees directly to customer satisfaction indices or giving rewards to employees who personally contributed to a significant increase in an organization's market orientation are just two examples of how the management can use the reward and incentive system to direct individual behavior toward market orientation (Schuler, 1996). …”

Section: Market-oriented Design Of Management Systemsmentioning

confidence: 99%

Market-Oriented Management: A Systems-Based Perspective

Becker¹,

Homburg²

2004

Perspektiven Der Marktorientierten Unternehmensführung

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Wissenschaftliche ArbeitspapiereDie wissenschaftlichen Studien des IMU untersuchen neue Entwicklungen, die für die marktorientierte Unternehmensführung von Bedeutung sind. Hieraus werden praxisrelevante Erkenntnisse abgeleitet und in der Reihe der wissenschaftlichen Arbeitspapiere veröffentlicht. Viele dieser Veröf-fentlichungen sind inzwischen in renommierten Zeitschriften erschienen und auch auf internationalen Konferenzen (z.B. der American Marketing Association) ausgezeichnet worden. SchriftenreiheNeben der Publikation wissenschaftlicher Arbeitspapiere gibt das IMU in Zusammenarbeit mit dem Gabler Verlag eine Schriftenreihe heraus, die herausragende wissenschaftliche Erkenntnisse auf dem Gebiet der marktorientierten Unternehmensführung behandelt. Anwendungsorientierte Forschung AbstractMarket orientation has received substantial academic and practitioner interest over the last decade. However, previous research has not addressed the issue how a company's management systems can be designed in a market-oriented way. Starting from a systemsbased perspective of management, the authors develop and validate a scale measuring the extent of market orientation of a business organization's management systems including the organization system, the information system, the planning system, the controlling system, and the human resource management system. Empirical results reveal a substantial positive impact of market-oriented management on market performance which in turn leads to financial performance.1 MARKET-ORIENTED MANAGEMENT: A SYSTEMS-BASED PERSPECTIVEMarket orientation has received substantial academic and practitioner interest over the last decade. However, previous research has not addressed the issue how a company's management systems can be designed in a market-oriented way. Starting from a systems-based perspective of management, the authors develop and validate a scale measuring the extent of market orientation of a business organization's management systems including the organization system, the information system, the planning system, the controlling system, and the human resource management system. Empirical results reveal a substantial positive impact of market-oriented management on market performance which in turn leads to financial performance. 2Market orientation as a business organization's orientation towards its customers and competitors has been emphasized as a central key to company success by academics and managers alike. As an example, Harris (1996: 25) points out that "the development of market orientation is accepted as one of the major issues for organizations over the next decade".Academic research on this topic is still limited however. The management literature is typically focusing on specific research questions such as the implications of market orientation for human resource management (e.g. Mohr-Jackson, 1991) and does not provide an integrated perspective. The marketing literature has looked at selected aspects related to market orientiation including measurement issues, determin...

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Market-focused management: Human resource management implications

Cited by 28 publications

References 22 publications

A Closer Look at Cross‐functional R&D Cooperation for Innovativeness: Innovation‐oriented Leadership and Human Resource Practices as Driving Forces

A Closer Look at Cross‐functional R&D Cooperation for Innovativeness: Innovation‐oriented Leadership and Human Resource Practices as Driving Forces

The Role of Soft Factors in Implementing a Service-Oriented Strategy in Industrial Marketing Companies

Market-Oriented Management: A Systems-Based Perspective

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