Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness

Olson, Eric M.; Walker, Orville C.; Ruekert, Robert W.

doi:10.2307/1252014

Cited by 694 publications

(539 citation statements)

References 17 publications

Supporting

Mentioning

506

Contrasting

Unclassified

Order By: Relevance

“…In order to fully capture the essential features and multidimensional aspects of the four variables, every single variable was measured by the use of multi-item scales (Hoegl & Gemuenden, 2001;Song & Montoya-Weiss, 2001;Sivadas & Dwyer, 2000;Olson, Walker, & Ruekert, 1995). To capture the essence of R&D-marketing cooperation as the model's only independent variable, items used by Rodriguez, et al (2008) were adopted.…”

Section: Methodsmentioning

confidence: 99%

The Mediating Effects of Customer and Competitor Orientations on New Product Success

Wong¹,

Tong²

2011

IJBM

View full text Add to dashboard Cite

Market orientation, innovation, and new product success are receiving increasing attention from practitioners and scholars. Although producing new products is critical to the profitability of a firm and its long-term survival, it is a costly and risky business because of low success rates. The research on which this paper is based investigated key determinants of new product success from the perspective of team members responsible for developing new products. Findings from 217 respondents support the hypotheses that new product success is driven by cooperation between research and development and marketing. It was also found that customer and competitor orientations have a mediating effect on the association between research and development and marketing cooperation and new product success. The study contributes to the body of knowledge relating to new product success, marketing, and management. The findings provide information for managers involved in the development and marketing of new products, to help ensure their success. This will benefit both their organizations and the community at large.

show abstract

Section: Methodsmentioning

confidence: 99%

The Mediating Effects of Customer and Competitor Orientations on New Product Success

Wong¹,

Tong²

2011

IJBM

View full text Add to dashboard Cite

show abstract

“…It is important to note that both latent and expressed needs may have latent solutions (Narver et al, 2004), and also that the latent solution does not necessarily have to be a new innovation, it is simply a solution that the customer is unaware of (cf. Olson, Walker & Ruekert, 1995;Ali, Krapfel & LaBahn, 1995). Narver et al (2004) describe this proactive approach to satisfying customer needs as implicitly present in the original view of market orientation as well, but argue that it had not been accounted for by most scholars.…”

Section: Customer Needs Satisfactionmentioning

confidence: 99%

Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

View full text Add to dashboard Cite

How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

show abstract

“…In the current study, innovativeness is as perceived by the OEM of the new product. Olson, Walker, and Ruekert (1995) found that more participative structures contribute to greater effectiveness and timeliness of the development process when the product being developed is more innovative. They note that when the product is more innovative, it creates greater dependencies and the need for greater information flows between the functional areas engaged in the NPD process.…”

Section: H2: Product Criticality Is Positively Related To Original Eqmentioning

confidence: 99%

OEM Participation in SME Suppliers New Product Development Efforts

Yoo¹

2016

Glob Bus Financ Rev

View full text Add to dashboard Cite

A B S T R A C TThis study examines the effects of product complexity, criticality, and innovativeness on OEM performance when those links are mediated by the original equipment manufacturer (OEM)'s participation in the SME supplier's new product development and moderated by the manufacturer's culture. A cross-sectional sample of 169 purchasing managers from the industrial and commercial machinery, computer, electrical, and transportation equipment industries participated in the study. Respondents completed questionnaires that were delivered via surface mail or email. Both mediation and moderation were examined using standard regression techniques. Results show significant positive relationships between the three different types of product characteristics and manufacturer participation, and significant relationship between manufacturer participation and performance. Results also indicate a moderating role for organizational culture on the relationship between manufacturer participation and NPD performance. Keywords: Product complexity; Product criticality; Product innovativeness; OEM customer participation Ⅰ. IntroductionIncreasing dynamism in the technological and market environments is making new product development (NPD) more important to the competitive postures of companies in many industries. Increased competition from both domestic and global players, the continuous introduction of new products and processes, and changing customer requirements shorten product life cycles, while rising product development costs enlarge reliance on collaboration in both the NPD process and eventual commercialization (Gupta and Wilemon, 1990;Wheelwright and Clark, 1992). This collaboration takes place not only across units within organizations, but also † Jaewon Yoo Assistant Professor, Department of Entrepreneurship & Small Business, Soongsil University, Seoul, Korea E-mail: yjw1774@ssu.ac.kr across channel levels in value creation chains. Two contexts exist for marketing channel member participation in NPD. Which channel member designs the new product and takes responsibility for the NPD process determines the context. First, a supplier participates in the manufacturer's NPD process, and second, the original equipment manufacturer (OEM) participates in the SME supplier's NPD process. However, most research focuses on the importance of the manufacturers' NPD, with attention to their processes and up-front activities, while there is limited research that focuses on manufacturer participation in suppliers' NPD.In the competitive environment, suppliers are an increasingly important resource for manufacturers. Because of hard global competition OEM manufacturers place strict demands on their local SME suppliers. Price competition contrives cost reduction pressures for entire supply chain. Thus manufacturers require SME suppliers

show abstract

Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness

Cited by 694 publications

References 17 publications

The Mediating Effects of Customer and Competitor Orientations on New Product Success

The Mediating Effects of Customer and Competitor Orientations on New Product Success

Exploring Proactive Market Strategies : Managing the Market to Create Value

OEM Participation in SME Suppliers New Product Development Efforts

Contact Info

Product

Resources

About