The effects of market orientation on customer knowledge development: comparison of R&D and marketing

Abstract

The ability to understand and develop customer new product preferences in response to changing market trends is shown as a key to new product success. Given the significance of developing customer preferences and the increasing use of cross-functional teams in NPD process, this study examine how customer knowledge development is affected by characteristics of cross-functional teams in a market-orientated organizational context. On the basis of a study of 228 new product project managers who are either R&D or marketing specialties, the results indicated that customer knowledge development has positive effects on customer orientation, competitor orientation, and cross-functional integration. Interestingly, lead users' involvement has a positive quadratic effect on customer knowledge development in terms of marketing respondents. However, cross-functional integration weakens the positive effects of both customer orientation and competitor orientation on customer knowledge development. Our results also reveal a clear R&D-marketing split on the main effect of the proposed antecedents.

The impact of customer knowledge on the organizational performance: a system dynamics approach

“…These models focused on customer knowledge to increase innovation and create value for the organization (Taherparvar et al, 2014;Chen and Su, 2006;Sua et al, 2006;Jiebing et al, 2013). Other research exhibited the effective role of customer knowledge in new product development (Wang and Kourouklis, 2012;Weng and Huang, 2010;Chang and Yeh, 2009;Fidel et al, 2015;Khodakarami and Chan, 2014;Bandinelli et al, 2014), the importance of customer knowledge in customer needs determination and fulfilled of customer need (Weng and Huang, 2010;Rui et al, 2008;Belbaly et al, 2007;Wang and Kourouklis, 2012;Padovan et al, 2012), the integrity of technical knowledge and customer knowledge in the NPD (Weng and Huang, 2010), impact of customer relationship management on customer knowledge management (Khodakarami and Chan, 2014), assessing and meeting of customer needs (Wang and Kourouklis, 2012), cost of developing a new product (Li et al, 2019), the effect of customer knowledge on reducing the time from idea to launch the product, the effect of customer knowledge management in the development of new products and on the relationship with the customer (Rui et al, 2008) and effective factors in utilizing customer knowledge, such as attraction power of knowledge, company structure, knowledge sharing, centralization, formalization, corporate culture, trust (Rui et al, 2008;Haverila and Ashill, 2011;Fidel et al, 2015). Also, the impact of customer knowledge on the innovation and operational and financial performance of the corporation was presented in the Taherparvar et al's (2014) study.…”

“…, 2013). Other research exhibited the effective role of customer knowledge in new product development (Wang and Kourouklis, 2012; Weng and Huang, 2010; Chang and Yeh, 2009; Fidel et al. , 2015; Khodakarami and Chan, 2014; Bandinelli et al , 2014), the importance of customer knowledge in customer needs determination and fulfilled of customer need (Weng and Huang, 2010; Rui et al.…”

Análise dos processos de integração interfuncional em organizações orientadas para o mercado : um estudo na Costa Rica e no Brasil

“…Siu & Wilson, 1998;Saini & Mokolobate, 2011;Oswald, Bretten & Engelen, 2012;Sekliuckiene & Langviniene, 2014), mas aprofundam pouco sobre a maneira como esta última é operacionalizada. Há pesquisas sobre OM que destacam a integração interfuncional, ou alguns fatores de integração específicos, como: liderança dos gestores (Menguc & Auh, 2008;Qu, 2012), comprometimento dos trabalhadores (Kahn, 2001), sistemas de recompensas orientados para o mercado Qu, 2012) e do uso adequado da informação dos clientes e outros grupos de interesse para a organização (Lascu et al, 2006;Chang & Yeh, 2009;.…”