Organizational and competitive influences of exploration and exploitation activities in small firms

Abebe, Michael; Angriawan, Arifin

doi:10.1016/j.jbusres.2013.01.015

Cited by 101 publications

(98 citation statements)

References 39 publications

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“…Furthermore, previous study already proved customer knowledge provides some sort of benefits such as PS offering [76], service quality [22], and firm's sustainable innovation [77]. Similarly, FIKE is also an important enabler for PS design, quality, and its development speed [17].…”

Section: B Cke Fike and Pspmentioning

confidence: 93%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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Abstract-The paper is about the investigation of how new knowledge is created when customer knowledge captured during the use-phase and retirement stage, and firm internal knowledge in an integrated product-service development cycle. Customer knowledge is integrated with firm-internal knowledge and converted into new ideas or solutions through knowledge conversion process, as such enhance the customer value proposition in terms of product and service performance. The main contributions to the literature are threefold. First, we provide how customer knowledge captured from other product life cycle and firm-owned knowledge towards affect new knowledge creation in developing an integrated product-service design. Second, we provide evidence new knowledge creation in an integrated product-service design is crucial in enhancing customer value proposition in terms of product and service performance. Third, we offer knowledge creation process in an integrated product-service design as an important determinant for product-service performance. IndexTerms-Product-service, knowledge creation, product-service performance, SECI. I. INTRODUCTIONIn functional economy, functional sales is addressed rather than the physical product [1], which getting much attention, particularly in developed countries [2]. The terms such as Product-Service (PS), product-related services or full-services are interchangeably used to designate the integrated of PS offerings [3] for selling functions. Functionality describes the ability of integrated PS [4] to provide the ability, usability, or purpose of it, rather than the physical artifact.PS firms move from traditional selling artifact manufactured to combination of services and products to enhance customer loyalty by having long-term business relationship with customers [5] and offer sustainable solutions [6]. Subsequently, PS enhance existing customer value [7] generate more profit [8] and reduce environmental effect [9]. Flexibility becomes crucial issue as any specific product can be combined with services to meet customer requirement through distinct operational processes [10], [11]. Customer's experience are explored to improve existing firm core product concept and manufacturing capabilities [12], reduce the needs for service throughout the product usage phase. Hence, PS focus on lengthening the durability of a PS which reduce material/resource usage but at the same time retain the quality [13]. Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product Manuscript received May 4, 2015; revised August 25, 2015. The authors are with the University Malaysia Pahang, Malaysia (e-mail: anisyus@yahoo.com).functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learnin...

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Section: B Cke Fike and Pspmentioning

confidence: 93%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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“…Furthermore, Wu (2013) defined market orientation as "measuring market orientation from culture". The definition in this study is therefore referred to Abebe and Angriawan (2014) in order not to confuse with the complete market orientation idea. Azizi et al (2009) indicated that both market oriented culture and market information processing had to be covered in order to completely measure market orientation (Kim and AtuaheneGima 2010).…”

Section: Market Orientationmentioning

confidence: 99%

“…Azizi et al (2009) indicated that both market oriented culture and market information processing had to be covered in order to completely measure market orientation (Kim and AtuaheneGima 2010). In regard to cultural market orientation, the dimensions proposed by Abebe and Angriawan (2014) are utilized in this study, and long-term view and profitability are deleted, because most researchers merely applied customer orientation, competitor orientation, and interfunctional coordination to the research (Meyer 2011). Such three dimensions are therefore used for measuring market orientation in this study.…”

Section: Market Orientationmentioning

confidence: 99%

“…Market orientation is divided into three dimensions of customer orientation, competitor orientation, and interfunctional coordination, whose scales are referred to Abebe and Angriawan (2014). The total reliability coefficients of customer orientation, competitor orientation, and interfunctional coordination show 0.84, 0.87, and 0.81, respectively.…”

Section: Market Orientationmentioning

confidence: 99%

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Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Zhang

Jin

2015

Acta Oeconomica

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In the economic growth process when China joined in WTO, internationalized operation has become an inevitable issue. Under the new normal economic condition, including the cut off tariffs on imported goods, businesses in China have realized the importance of enhancing the overall brand image, quality of products and services, and the international compatibility. Businesses of China need to develop creative and high-value-added products, and shall be able to rapidly change to satisfy market requirements to distinguish themselves from other products. It is the way of creating a new pattern of upgrading. It is the market-orientated development that is a primary condition for enterprises to adapt to the rapidly changing environment, keeping growth and attracting customers, acquiring competitive advantages, and creating excellent value for customers. It reveals the fact that in the future, businesses must change the focus from product to market needs. It is the marketorientation which could generate the competitive strength to resist competitors.The research involves in total 45 international enterprises, which are distributed with the questionnaires. There are totally 124 and 107 copies of questionnaires retrieved from manufacturing industry and service industry, with valid retrieval rates of 54% and 46%, respectively. The research results show that: 1. there is positive effect of market orientation on breakthrough innovation, 2. there is positive effect of breakthrough innovation on organizational performance, and 3. there is positive effect of market orientation on organizational performance. Based upon the results, some suggestions are proposed in this study, expecting to help international enterprises develop market orientation, enhance breakthrough innovation, and improve organizational performance.

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“…It is responsive, agile, innovation, invention, and development of technology as relevant solutions that fuels the business of high-technology in the 21 st century (Abebe & Angriawan, 2014; U.S. Subcomittee on Technology and Competitiveness, 2006;Weiss, 2014). This necessary agility and adaptation is problematic for large, well-established corporations rooted in successful implementation, identified market share, and a minimally diverse but highly credentialed and knowledgeable work force.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Navigating open innovation : an exploration of high-technology engineering in practice

Esposito¹

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This study explores the authentic practice of high-technology invention and development of products and solutions. The research focuses on how high-tech engineers describe their own experiences practicing innovation and development. Narrative inquiry enables access and understanding to these lived experiences through the research participants' own voices, organizational contexts and artifacts.The study uses a composite framework in order to achieve the necessary explanatory scope. Chesbrough's Open Innovation (2003)

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Organizational and competitive influences of exploration and exploitation activities in small firms

Cited by 101 publications

References 39 publications

Knowledge Creation in an Integrated Product-Service

Knowledge Creation in an Integrated Product-Service

Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Navigating open innovation : an exploration of high-technology engineering in practice

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