Strategy orientation, product innovativeness, and new product performance

Liu, Tsung‐Chi; Chen, Yi Jen

doi:10.1017/jmo.2014.63

Cited by 31 publications

(28 citation statements)

References 55 publications

(110 reference statements)

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“…If managers have confidence in their firms’ competence, they will compare upward, leading to higher aspiration levels. In a similar vein, there has been growing interest in how strategic intent/strategy orientation affects performance outcomes (e.g., Liu & Chen, 2015; O’Shannassy, 2016). Although we controlled for size, slack, and R&D intensity, our analysis did not include measures of firm-level capabilities or resources.…”

Section: Discussionmentioning

confidence: 99%

Looking backward through the looking glass: Reference groups and social comparison

Lee

Rhee²,

Park³

2018

Journal of Management & Organization

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Scholars often assume that reference groups are industry-wide, homogeneous, and stable. We examine this assumption and suggest hypotheses based on managers’ motivations such as self-enhancement and self-improvement, social identity, and affiliation-based impression management. We test hypotheses on failure-induced changes in reference groups and their direction in terms of upward and downward comparisons. An empirical examination of changes in reference groups for firms listed on the Dow Jones Industrial Average Index between 1993 and 2008 shows that performance below social aspirations induces changes in reference groups and toward upward comparisons. The results indicate that managers can choose to change the reference group – a cognition-centered response – as an alternative to such action-centered responses as organizational search and risk-taking in response to poor performance from social aspirations and that upward comparisons may be the result of social performance shortfalls to give a better impression and to improve firm performance.

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Section: Discussionmentioning

confidence: 99%

Looking backward through the looking glass: Reference groups and social comparison

Lee

Rhee²,

Park³

2018

Journal of Management & Organization

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“…After running through thousands of results, 191 articles were detailedly reviewed and papers including TO as a variable on empirical studies were chosen for closer inspection. There were only 44 scholarly peer-reviewed quantitative research articles consisting TO at least as one of the variables where all these researches are also detailed in Tables 1, 2, and 3 (Gatignon and Xuereb 1997;Li 2005;Salavou 2005;Jeong et al 2006;Gao et al 2007;Akman et al 2008;Hakala and Kohtamaki 2010;Zehir et al, 2010;Zhou and Li 2010;Urban 2010;Urban and Barreria 2010;Hortinha et al 2011;Spanjol et al 2011;Hakala and Kohtamaki 2011;Mu and Benedetto 2011;Sainio et al 2012;Rajala and Westerlund 2012;Yang et al 2012;Surer and Mutlu 2012;Al-Ansari et al, 2013;Hyung and Dedahanov 2014;Hsu et al 2014;Chen et al 2014a;Chen et al, 2014b;Jaferian and Rezvani 2014;Lee et al 2014;Tsou et al, 2014;Al-Ansari et al, 2015;Batra et al 2015;Costa et al, 2015;Lee et al 2015;Leng et al 2015;Liu and Chen, 2015;Nakola et al 2015;Salovarji et al, 2015;Surer and Mutlu 2015;Ho et al 2016;Ibrahim and Shariff, 2016;…”

Section: Methodsmentioning

confidence: 99%

“…TO studies mostly investigated TO as a driver of new product innovation (e.g. Jeong et al 2006;Gao et al 2007;Hakala andKohtamaki 2010, 2011;Jaferian and Rezvani 2014;Leng et al 2015;Liu and Chen 2015;Salovarji et al 2015). Stating differently, TO was basically acknowledged as main component of technological innovations and way of creating unique products.…”

Section: Construct Of Technology Orientationmentioning

confidence: 99%

“…In some studies, in the relation between TO and product related performance criteria, moderation and/or interaction effects were detected. For instance, TO effects (a) product performance indirectly through technology-based innovations or product innovativeness (Liu and Chen 2015), (b) product uniqueness through learning orientation (Salavou 2005), (c) product performance at the average level of technology turbulence (Gao et al 2007), (d) product innovation performance larger under the high market growth and high competition intensity condition (Yang et al 2012), and export new product success through the level of competitive intensity (Jaferian and Rezvani 2014). Product innovation performance is affected by CEOs transformational leadership, corporate entrepreneurship and TO, where the interaction of CEOs transformational leadership and TO is related to product innovation performance (Chen et al 2014a).…”

Section: A Closer Look To To Studiesmentioning

confidence: 99%

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Technology Orientation: A Reassessment and a Future Research Agenda

Halaç¹

2019

imj

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Studies on technology orientation was started in the late 1990s in the strategic marketing management literature. Although strategic orientations were all recognized as firm level cultural-based terms, technology orientation was operationalized as a functional level concept in the quantitative studies. Moreover, considering the importance of technology in the new competitive era, technology orientation was understudied comparing with other strategic orientations. Just few quantitative articles include technology orientation as a variable, while none of them focuses on the concept solely. This paper summaries and compares quantitative technology orientation studies that have been published in business related refreed journals since 1997 in terms of adopted/constructed scales for measuring TO, research design headlines, which relations are tested, and which findings were reached. The gap in the literature is determined regarding to current conceptual and empirical works. Therefore, the aim of this study is to portrait the gap in the literature regarding to current conceptual and empirical works on and propose a multidimensional construct for technology orientation. Teknoloji Oryantasyonu: Yeniden Değerlendirme ve Gelecek Çalışmalar için Ajanda ÖzTeknoloji oryantasyonu ile ilgili çalışmalar stratejik pazarlama yönetimi yazınında 1990'ların sonlarına doğru ortaya çıkmıştır. Yazında stratejik oryantasyonlar firma seviyesinde kültür tabanlı kavramlar olarak ele alınsa da, teknoloji oryantasyonu ampirik çalışmalarda fonksiyonel seviyede işlevselleştirilmiştir. Ayrıca, günümüz rekabetçi ortamında teknolojinin önemi giderek artarken, teknoloj oryantasyonu diğer stratejik oryantasyonlarla karşılaştırıldığında daha az ele alınan bir kavram olarak gözükmektedir. Çok az sayıda niceliksel çalışmada bir değişken olarak ele alınmış olan teknoloji oryantasyonu, hiçbir çalışmada tek başına değerlendirilmemiştir. Bu çalışmada, 1997'den itibaren yapılmış olan teknoloji oryantasyonuna ilişkin işletme alan dergilerinde yayınlanmış çalışmalar, adapte ettikleri/oluşturdukları TO ölçekleri, araştırma dizaynı ana başlıkları, hangi ilişkilerin test edilmiş olduğu ve araştırma bulguları bağlamında ele alınmış ve karşılaştırılmıştır. Dolayısıyla, bu çalışmanın amacı yazında kavramsal ve ampirik çalışmalar arasındaki boşluğu ortaya çıkarmak ve teknoloji oryantasyonunun çok boyutluluğuna ilişkin bir yapı önermektir. Anahtar SözcüklerTeknoloji oryantasyonu • Stratejik oryantasyonlar • Çok boyutlu yapı önerisi

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“…The market share variable combines the percentage of total sales from all products and services from the United States and rest of the world. Finally, we also include variables related to the strategic goals and objectives of the organization because firms that have a strategic goal to innovate may be more likely to actually innovate than firms that do not identify innovation as a strategic objective (Porter, 1985; March, 1991; Liu & Chen, 2015). Workplaces were asked to rate the relative importance of general business strategies in their workplace using the following scale: crucial, very important, important, slightly important, not important, or not applicable.…”

Section: Methodsmentioning

confidence: 99%

Persistent innovation and the role of human resource management practices, work organization, and strategy

Chowhan

Pries

Mann

2016

Journal of Management & Organization

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This study makes a theoretical contribution by taking a persistent characteristics approach to explore the relationship between human resource management practices and innovation outcomes at the workplace-level. Innovators are categorized by the degree to which they are successful at achieving new product/processes and/or improved product/processes outcomes year over year. The human resource management practices explored include the use of highly qualified personnel, and skill-enhancing, motivation-enhancing, and opportunity-enhancing sub-bundles of practices. Further, work organization practices are also explored including integration and collaboration, introduction of organizational changes, and the use of technology. The findings indicate workplaces that set strategic goals related to innovation, that motivate their employees, that create opportunity for their employees to act, and that make greater use of technology tend to be more persistent innovators. These findings can contribute to the development of government policy, which seeks to improve innovation performance outcomes.

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Strategy orientation, product innovativeness, and new product performance

Cited by 31 publications

References 55 publications

Looking backward through the looking glass: Reference groups and social comparison

Looking backward through the looking glass: Reference groups and social comparison

Technology Orientation: A Reassessment and a Future Research Agenda

Persistent innovation and the role of human resource management practices, work organization, and strategy

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