New Product Development Success Factors in Prospector Organisations; Mixed Method Approach

Kachouie, Reza; Sedighadeli, Sima

doi:10.1142/s1363919615500401

Cited by 13 publications

(6 citation statements)

References 36 publications

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“…In this regard, a firm may seek to influence the behavior of the market by developing products with a high degree of novelty or products that activate the latent needs and desires of customers. By regularly developing new products, a firm attempts to not only survive in a changing environment (Kachouie and Sedighadeli, 2015) but also stimulate customers to reconsider their preferences/aversions or encourage customers to reconsider the meaning of certain product attributes. The firm can adopt ideas from other sectors to surprise competitors or may establish new product/technology standards within its own industry sector.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Dynamic marketing capabilities view on creating market change

Kachouie¹,

Mavondo²,

Sands³

2018

EJM

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Purpose The purpose of this paper is to examine the indirect relationship between dynamic capabilities (DCs) and organizational outcomes through matching and creating market change. In addition, the research aims to gain a deeper understanding of the role of marketing in DCs and to extend beyond a simplistic discussion of DCs by studying proactive market orientation and value innovation as specific DCs. Design/methodology/approach A questionnaire was developed and data were collected from 270 senior executives. After ensuring reliability and validity, the hypotheses were examined by applying structural equation modeling and Monte Carlo simulation. Findings The findings indicate that dynamic marketing capabilities (DMCs) are critical in the reconfiguration of operational marketing capabilities, which in turn lead to enhanced organizational performance. The results also suggest that organizations with enhanced DMCs are able to initiate market disruption and achieve superior performance by out-competing their rivals. Practical implications The research provides guidelines for managers wanting to exploit their DMCs by showing that organizations can match the environment, create market turbulence or combine both strategies to fully exploit their DMCs. This study also provides managers with actionable tools that are specific, robust and easily applied. Originality/value This study is one of the few to incorporate induced market turbulence into the DC literature and conceptualize, develop and validate scales to measure it. The study provides empirical evidence for the claim that operational marketing capabilities are necessary to utilize the benefits of DMCs.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Dynamic marketing capabilities view on creating market change

Kachouie¹,

Mavondo²,

Sands³

2018

EJM

Self Cite

View full text Add to dashboard Cite

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“…There are various approaches to NPD best practices; along this vein, Barczak et al (2009), Kahn et al (2012), Markham and Lee (2013) and Holahan et al (2014) aimed to identify these best practices with the support of the knowledge of companies associated with the Product Development and Management Association. Studies such as Chen et al (2007) and Kachouie and Sedighadeli (2015) have used mathematical modeling to identify best practices and assist the decision-making of managers involved with NPD. Some theoretical reviews (Bhuiyan, 2011; Ernst, 2002; Lester, 1998; Majava et al , 2013) have also aimed to present and systematize the successful practices present in the NPD literature.…”

Section: Best Practices In New Product Developmentmentioning

confidence: 99%

“…Moreover, additional practices can also be stimulated by top management to encourage innovation in the NPD such as: recognition and rewarding of employee creativity, the adoption of open innovation practices and collaboration with external partners (other companies, universities, research institutes, consultants and even competitors), intra-entrepreneurship, willingness to take risks and orientation to internationalization (Lester, 1998; Kachouie and Sedighadeli, 2015; Cooper, 2019).…”

Section: Best Practices In New Product Developmentmentioning

confidence: 99%

Influence of new product development best practices on performance: an analysis in innovative Brazilian companies

Araújo

Jugend

Pimenta

et al. 2021

JBIM

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Purpose This study aims to propose and test a research framework for analyzing the relationship between new product development (NPD) best practices and performance in companies that belong to innovative industries in Brazil. Design/methodology/approach A quantitative survey was conducted, involving several industries, including agricultural machinery, automotive and pharmaceutical. Data was analyzed through multiple linear regression. Findings Among the best practices investigated, the main results show that “innovative culture” and “project climate” are factors that significantly affect the performance of the NPD. Research limitations/implications The choice of best practices can be considered a major limitation of this study, as this is a dynamic concept depending on a continuous analysis that must take into account the economic and technological environment. Practical implications This study highlights a relationship between an innovative culture and performance. Some practices may be adopted to address an innovative culture, such as stimulating employee creativity, acceptance and partnership with external actors for the joint development of technologies and employee involvement with NPD. Originality/value The findings expand the debate on best practices in NPD and innovation management by presenting results on the topic in an emerging country, in this case, Brazil.

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“…O' Regan and Ghobadian (2005) showed that prospectors tend to intensify their product development in competitive markets. Kachouie and Sedighadeli (2015) show that a prospector with an entrepreneurial structure will be more effective than one without it, because the increase in innovative activities such as investing in research and development increases knowledge sharing, which reduces costs and speeds up the introduction of new products. Similarly, Parnell and Wright (1993) show that prospectors with an entrepreneurial structure will perform better than analysers and defenders in a competitive market because their strategy and structure match significantly better with a competitive market.…”

Section: Prospectormentioning

confidence: 99%

Strategy and capital budgeting techniques: the moderating role of entrepreneurial structure

Sarwary

2020

IJMFA

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This study explores how Miles and Snow's (1978) typology of strategy relates to a firm's choice of capital budgeting techniques (CBT) when the firm operates in a competitive market. Furthermore, it explores how this relationship is contingent on entrepreneurial structure. The study is based on data from 62 small and medium-sized enterprises (SMEs) operating on First North. The empirical data was collected using a survey and secondary data from annual reports and analysed with content analysis. The results show that an analyser strategy is positively related to the choice of sophisticated CBT, and a defender strategy is positively related to the choice of non-sophisticated CBT. Moreover, entrepreneurial structure positively moderates the relationship between prospector strategy and the choice of non-sophisticated CBT. The study also provides practical insights on how to align strategy, CBT, and structure among SMEs operating on competitive markets.

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New Product Development Success Factors in Prospector Organisations; Mixed Method Approach

Cited by 13 publications

References 36 publications

Dynamic marketing capabilities view on creating market change

Dynamic marketing capabilities view on creating market change

Influence of new product development best practices on performance: an analysis in innovative Brazilian companies

Strategy and capital budgeting techniques: the moderating role of entrepreneurial structure

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