The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination

Li, Tiger; Calantone, Roger J.

doi:10.2307/1252284

Cited by 597 publications

(224 citation statements)

References 23 publications

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“…Technological developments may change market dynamics, weaken the positional superiority of established firms and enable new firms to successfully enter the market (Han et al, 1998). Firms have to stay agile to collect customer and competition information and to make use of the opportunities made available by new technologies so that they can survive and compete with other firms in these types of markets (Li & Calantone, 1998). Although there are contradictory findings in the literature regarding the impact of TC on firms' learning strategies and types of innovation (Zhou & Wu, 2010), the general opinion on this topic is that TC has an indirect or direct impact on new product development (Moorman & Slotegraaf, 1999).…”

Section: Technological Capability (Tc)mentioning

confidence: 99%

The impact of strategic innovation management practices on firm innovation performance

Kalay¹,

Lynn

2015

Pressacademia

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In a highly competitive environment, innovation is the essential key to a firm obtaining a dominant position and gaining higher profits. Therefore, the understanding of which strategic innovation management practices lead to success is very important. The purpose of the study is to investigate the impact of innovation strategy, organizational structure, innovation culture, technological capability and customer and supplier relationships, which appear in the literature as strategic innovation management practices in business enterprises, on firm innovation performance. In this context, data collected from 132 managers at 66 firms operating in the manufacturing sector in the TRB2 zone of Turkey were analyzed. The partial least squares structural equation modeling (PLS-SEM) method was used to test hypotheses of study. The analyses revealed that innovation strategy, organizational structure and innovation culture significantly increased firm innovation performance. However, no significant impacts of technological capability and customer and supplier relationships on firm innovation performance were determined.

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Section: Technological Capability (Tc)mentioning

confidence: 99%

The impact of strategic innovation management practices on firm innovation performance

Kalay¹,

Lynn

2015

Pressacademia

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“…It is unlikely for new products to be successful if the new technology does not meet customer needs. Echoing this point, studies in the marketing literature have emphasised the interaction between marketing on the one hand and research and development on the other (Gupta, Raj, and Wilemon 1986;Li and Calantone 1998;Song and Dyer 1995;Song and Parry 1997).…”

Section: Technological and Market Knowledge Domainsmentioning

confidence: 99%

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Su¹,

McNamara²

2012

Technology Analysis & Strategic Management

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This study examines the evolution of exploration and exploitation within intra-organisational domains, specifically, the technological and market knowledge domains in high-technology firms. It simultaneously tests the interaction between exploration and exploitation across domains. Furthermore, this paper examines the impact of firm-level failure experience on exploration and exploitation within each domain. Based on longitudinal analysis of crossnational panel data on drug development initiatives obtained from 191 biopharmaceutical firms from 1990 to 2008, we find a negative relationship between firms' innovation experience and exploration orientation within domains. Technological exploration and market exploration are competing with each other. We further find that failure experience stimulates technological search but not market search. This work contributes to the exploration and exploitation literature by extending domain separation to the internal context of an organisation theoretically and empirically. It further contributes by using performance feedback theory to explore the impact of failure on exploration and exploitation.

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“…In this study CEOs were used as the key informants. CEOs have been used as key informants in similar research on innovation-based competitive strategy (Li and Calantone, 1998).…”

Section: Methodsmentioning

confidence: 99%

Joint Venture Conflict: The Case of Thai International Joint Ventures

Julian

2008

Journal of Asia-Pacific Business

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International Joint Ventures (IJVs) have become an important means of market entry for many firms, particularly those seeking entry into Asia (Lin and Germain, 1999).As such, it is important to understand what causes some IJVs to fail and others to succeed. This study examines the relationship between partners' needs, commitment, control and conflict between the IJV partners in a developing country of South East Asia. The findings revealed that IJV inter-party conflict was significantly influenced by all three variables, namely, partners' needs, commitment and control thereby providing support for previous research in a different national setting.

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The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination

Cited by 597 publications

References 23 publications

The impact of strategic innovation management practices on firm innovation performance

The impact of strategic innovation management practices on firm innovation performance

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Joint Venture Conflict: The Case of Thai International Joint Ventures

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