Mindsets in Marketing for Product Innovation: An Explorative Analysis of Chief Marketing Executives' Ideas and Beliefs about How to Increase Their Firms' Innovation Capability

Tollin, Karin

doi:10.1080/09652540802481934

Cited by 26 publications

(21 citation statements)

References 67 publications

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“…Matthyssens, Vandenbempt, & Berghman, 2006;Michel, Brown, & Gallan, 2008;Schlegelmilch, Diamantopoulos, & Kreuz, 2003;Sharma, Krishnan, & Grewal, 2001). Consistent with the academic interest, also practitioners -strategic marketing managers and executives -now view that it is among their central tasks to make strategic decisions concerning not only the innovation of the products of the firm but also that of its entire business model (Tollin, 2008).…”

Section: Introductionmentioning

confidence: 89%

“…Yet, an alternative way of viewing the issue is to consider that an emphasis on business model innovation is rather a (second-order) strategic choice for a firm, akin to the choice of how much to emphasize the preservation or exploitation of the firm's existing business resources and ways of doing things versus the exploration of new ones (cf. Tollin, 2008). While this alternative perspective also allows considering business model innovation as a potential continuous strategic orientation of a firm (rather than just an aim of a single innovation project), it requires attention to be paid to not only the benefits and advantages of business model innovation but also to the related costs, risks, and tradeoffs.…”

Section: Introductionmentioning

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: Introductionmentioning

confidence: 89%

Section: Introductionmentioning

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

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“…By mindset, we mean an individual's way of apprehending a reality that can be shared across a specific group but distinct from other groups. In the literature in psychology and other disciplines, mindsets have been defined from different perspectives and have been associated with mental models [52], predispositions [53], IT architectural knowledge [54], individual character traits [55], and conceptual mapping [56].…”

Section: Users Mindsetmentioning

confidence: 99%

Identifying IT User Mindsets: Acceptance, Resistance and Ambivalence

Lapointe

Beaudry²

2014

2014 47th Hawaii International Conference on System Sciences

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Despite the progress that has been made in understanding acceptance and resistance, there remains a need to further investigate the nature of these core IS constructs. Our review and analysis of the literature on acceptance and resistance leads us to suggest that these are multidimensional constructs that are associated with a complex mix of behavioral manifestations. We argue that acceptance and resistance are mindsets comprising three dimensions: emotions, cognition, and attitudes, and that the related behaviors are manifestations of these individuals' mindset. User behaviors are positioned along two dimensions. The first one represents the mindset of the user and the other represents the compliance of user behavior with the IT usage policies. We use our framework as a foundation for proposing a typology of IT user behaviors that comprises five archetypesengaged, resigned, deviant, dissident, and ambivalent. For each archetype, we derive a theoretical proposition.

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“…For example, an effective marketing manager has an orientation not only to traditional marketing activities, but to other wide ranging strategic processes in the organisation, that include structures and processes of innovation (Tollin, 2008). If marketing becomes involved in an organisation's business model, it follows that it should also become involved, from a strategic perspective, in the measurement and evaluation of the constituent parts of those models (Morris, Schindenhutte and Allen, 2005).…”

Section: The Importance and Challenge Of Gaining Board Statusmentioning

confidence: 99%