SME Choice of Export Market and Entry Mode: Theory and Research

Susman, Gerald I.; Stites, Jenna P.

doi:10.4337/9781847204431.00023

Cited by 1 publication

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“…Few firms that enter the service market exceed their revenue growth margins from goods and, according to a Bain & Co. study, only 21% of companies that enter the service market succeed with their strategy (Baveja, Gilbert, and Ledingham, ). Despite the growth of services in many economies, only a small amount of literature on service innovation has appeared (e.g., Ettlie and Rosenthal, ; Prajogo, ; Sawhney, ; Susman, Warren, Ding, and Stites, ; Tidd and Hull, ).…”

Section: Resultsmentioning

confidence: 99%

Do We Have to Get Along to Innovate? The Influence of Multilevel Social Cohesion on New Product and New Service Development

Shaner¹,

Beeler²,

Noble³

2016

J of Product Innov Manag

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In this study, based on the Comparative Performance Assessment Study survey conducted by the Product Development Management Association, the authors develop and test a model which considers the antecedents and performance outcomes of social cohesion, a seemingly critical organizational factor in new product development (NPD). Using a sample of over 450 innovation and product development professionals from North America, Europe, and Asia, social cohesion is conceptualized and tested across three levels—within team cohesion, between team cohesion, and between firm cohesion. The results of a structural equation model indicate several differences between the antecedents of the varying forms of social cohesion. A post hoc exploration of the difference between goods‐ versus service‐dominant firms provides a clearer picture of cohesion's influence on innovation outcomes. Specifically, within team and between team cohesion are positively associated with new services performance, while for traditional goods‐based NPD, within team, between team, and between firm cohesion all appear to be positively related to performance. The findings suggest that high social cohesion is not always optimal and that managers should focus on specific types or levels of social cohesion as opposed to thinking about social cohesion as a one‐dimensional construct. The findings also suggest that goods‐ and service‐centric firms can use different tactics or strategies to drive social cohesion and, ultimately, new product performance, and that innovation managers may need to allocate resources differently depending on the nature of the market offering being developed. The paper also presents several implications for theory and practice, as well as future research directions related to the various levels of social cohesion and their influence on new product and new service performance.

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Section: Resultsmentioning

confidence: 99%