What Are the Effective Strategic Orientations for New Product Success under Different Environments? An Empirical Study of Chinese Businesses

Innovation is an organization's spanning process that must continually change in response to, and in anticipation of, changing business environments. Research in the fields of marketing and management has examined individual strategic orientations (SOs) (such as market orientation) and their relationship to innovation performance. Few studies, however, have compared the effectiveness of different SOs for innovation performance in a single study. It is also not clear from previous research whether the business environment influences the effectiveness of the SOs. The objective of this paper is therefore twofold: it aims to evaluate (1) whether a focus on the customer, the technology, the competitor, or the interfunctional coordination, will have the greatest impact on new product success, and (2) whether the effectiveness of a specific SO varies with the environment. Data were collected from more than 500 senior executives in a wide range of manufacturing and service firms in China. Using cluster analysis and an ordinary least squares (OLS) regression model, which are commonly adopted to examine the effects of environments on the relationship between strategy and performance, we identified four subgroups of firms facing distinctively different market and competitive environments. As predicted, the results show that all four SOs have (albeit to a different degree) a significant and positive relationship with innovation performance. More importantly, the results point to the relative advantage in pursuing a specific SO by taking into account its effect under different environments and the effects of other SOs. However, the particularly strong effect of technology orientation compared to that of the other SOs on new product performance across all clusters is somewhat surprising. We offer some tentative explanations for this finding, though further research will be required to fully understand it. Overall, our findings indicate the need for managers to be responsive to environmental contexts and to allocate resources to pursue the effective (hence appropriate) strategic orientations for the specific context.     

Exchange or Covenant? The Nature of the Member-Union Relationship

Drawing on a study of members of the U.K. National Union of Teachers, this article considers the extent to which economic exchange, social exchange, and covenantal considerations underpin union members' willingness to continue membership and to participate actively in their union through union citizenship behaviors (UCB). Findings suggest that the more activist forms of UCB were motivated primarily by a perceived covenantal relationship with the union. In contrast, exchange, particularly social exchange, motivations played more of a role in motivating less demanding "rank and file" UCB and intent to quit the union. Union instrumentality appeared to be a necessary but insufficient condition for union viability, having an indirect effect on UCB and intent to quit the union and also moderating the effects of pro-union attitudes. Implications for union strategy are considered.     

In the Eye of the Beholder? The Effect of Product Appearance on Shareholder Value

In times of convergence with regard to product functionality and performance, the appearance of a product constitutes an important source of competitive advantage. Astonishingly, only a few studies have empirically examined the relationship between design‐related aspects and firm value. Moreover, existing studies predominantly use accounting‐based and/or subjective performance measures. Against this background, the present work assesses the contribution of the three most important product design dimensions (i.e., aesthetic, ergonomic, and symbolic value) to the creation of firm value in the context of the automotive and consumer electronics industry. To do so, we examine stock market reactions to the unveiling of a new product's appearance to the public using event study methodology. In particular, we combine perceptual data at the consumer level with stock market data to examine how target consumers' perceptions of the aforementioned design dimensions are related to abnormal returns following the unveiling of a new product. Results reveal that ergonomic value is positively related to abnormal returns, while aesthetic value only exerts a significant positive effect on abnormal returns if the product also exhibits a certain degree of functional product advantage. Finally, symbolic value exerts a negative influence on stock market reactions. These findings have important implications for the allocation of design‐related investments to aesthetic, ergonomic, and symbolic design features.     

The Value of Crowdsourcing: Can Users Really Compete with Professionals in Generating New Product Ideas?

Generating ideas for new products used to be the exclusive domain of marketers, engineers, and/or designers. Users have only recently been recognized as an alternative source of new product ideas. Whereas some have attributed great potential to outsourcing idea generation to the “crowd” of users (“crowdsourcing”), others have clearly been more skeptical. The authors join this debate by presenting a real‐world comparison of ideas actually generated by a firm's professionals with those generated by users in the course of an idea generation contest. Both professionals and users provided ideas to solve an effective and relevant problem in the consumer goods market for baby products. Executives from the underlying company evaluated all ideas (blind to their source) in terms of key quality dimensions including novelty, customer benefit, and feasibility. The study reveals that the crowdsourcing process generated user ideas that score significantly higher in terms of novelty and customer benefit, and somewhat lower in terms of feasibility. However, the average values for feasibility—in sharp contrast to novelty and customer benefit—tended to be relatively high overall, meaning that feasibility did not constitute a narrow bottleneck in this study. Even more interestingly, it is found that user ideas are placed more frequently than expected among the very best in terms of novelty and customer benefit. These findings, which are quite counterintuitive from the perspective of classic new product development (NPD) literature, suggest that, at least under certain conditions, crowdsourcing might constitute a promising method to gather user ideas that can complement those of a firm's professionals at the idea generation stage in NPD.     

How Can New Players Establish Themselves in Highly Institutionalized Labour Markets? A Belgian Case Study in the Area of Project‐Based Work

How can new players seeking to serve nonstandard worker categories (such as project‐based workers) establish themselves into labour markets that are highly institutionalized? This paper explores the case of SMart, a Belgian community‐based labour market intermediary that successfully developed solutions to better represent the interests of project‐based workers and secure their discontinuous careers. Using an organizational legitimacy approach, we find that labour market entry and growth involve different types of boundary‐crossing when addressing the needs of workers that do not fit into established categories. However, to justify boundary‐crossing, the new player must complement its pragmatic work on delivering new services and tools with conceptual (cognitive) and structural (moral) legitimation work.     

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

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.     

The Survival of National Bargaining in the Electrical Contracting Industry: A Deviant Case?

This article examines what is often seen to be a deviant case in bargaining structure in British industry, namely the electrical contracting industry, where multi-employer national bargaining is often said to have remained strong. The first main part of the paper briefly outlines the wider context of collective bargaining trends in British industry. The development of collective bargaining in electrical contracting is then outlined. The third part investigates recent developments and the degree to which arrangements in the industry have deviated from the rest of the private sector. In the final section, explanations are offered and implications explored.     

Do Retailers Really Profit from Ambidextrous Managers? The Impact of Frontline Mechanisms on New and Existing Product Selling Performance

When manufacturers introduce a new product to the market, downstream retail partners are faced with inherent trade‐offs. Retail sales personnel have to support the new product's introduction with substantial sales efforts but also sell the existing products in stock, before storage and devaluation costs spin out of control. This study shows how retail sales managers can guide sales personnel's performance of new and existing product selling, respectively. The authors argue that a manager may prioritize selling new products, existing products, or both (i.e., have an ambidextrous selling orientation). Based on data gathered from sales representatives and company databases of a large European consumer electronics retailer, the authors perform a time‐lagged partial least squares analysis to test empirically their conceptual model. The authors find that ambidextrous sales managers outperform their singular‐oriented counterparts if they properly align their orientation with a frontline management mechanism consisting of task autonomy, performance feedback, and employee age. More specifically, ambidextrous managers promote net profit obtainment if they grant their sales employees task autonomy and give little performance feedback. In addition, a remarkable finding is that older sales agents tend to outperform their younger counterparts when working under an ambidextrous manager. The authors discuss the implications of these findings.     

What Determined Success During the Asian Economic Crisis?—The Importance of Experiential Knowledge and Group Affiliation

This study investigated the factors that determined the change in firm performance during the Asian economic crisis. Applying a process-oriented resource-based view and MNC network theory, we argued that host country experience, industry experience, subsidiary experience, and group affiliation would influence subsidiary performance during an economic crisis. By testing the hypotheses on a sample of 1128 Japanese subsidiaries in Thailand, Indonesia, Malaysia, and Korea, we found that, among different knowledge resources that the MNC accumulated in its internationalization process, subsidiary experiential knowledge was most significant in picking the winners from the losers during the crisis. Keiretsu affiliation and the parent firms industry experience were also significant, positive factors for firms remaining profitable or even better after the crisis. However, firm size and industry effects were not related to performance.     

Should Firms Consider Employee Input in Reward System Design? The Effect of Participation on Market Orientation and New Product Performance

Will increasing employee participation in reward decisions increase new product performance by first increasing a firm's level of market orientation? Literature offers limited insight to the effects of listening to employees regarding reward system design and whether this may influence market orientation implementation and new product performance. This paper provides research to fill the gap by examining the relationship between participation‐based reward systems, market orientation, and new product performance. Based on expectancy theory, a conceptual model was developed suggesting that participation‐based rewards will increase market orientation by considering employees' desires regarding performance rewards. To test the model, a mixed method was used to collect data. First, in‐depth interviews were conducted with managers from 11 different firms to verify the proposed model. Then a multi‐industry sample of managers from 290 firms was surveyed to maximize generalizability of the results. Data were analyzed using structural equation modeling techniques to simultaneously fit the measurement and structural models. The findings show that market orientation significantly impacts objective new product performance and mediates the relationship between participation‐based rewards and objective new product performance. Participation‐based rewards positively affect market orientation but surprisingly affect new product performance negatively, while positively moderating the relationship between market orientation and new product performance. The results suggest that managers should include employee input in designing reward systems. However, managers should also be careful of how much input they allow employees in determining their rewards and goals as more input will improve market orientation or responding to information collected by, and disseminated throughout the firm, and that, in turn, will improve some types of new product performance. However, the direct effect of employee input can decrease new product performance suggesting that there may be a trade‐off between various success measures of new products developed and introduced by the firm.     

Will the Market Get it Right? The Placing of New Power Plants in Germany

This paper applies ELMOD, an economic-engineering model of the European electricity market to the issue of optimal investment placing of generation capacity in Germany under different market integration scenarios. The model is formulated as cost minimization approach. We conduct a scenario analysis comparing different rules for power plant placing in a national, a market-coupling and an integrated EU market approach. We find that there are great benefits for consumers and producers if taking into account network conditions and cross border congestion in generation location planning. Moreover a change from national planning to an integrated market planner perspective shows even more improvements in prices and network utilization.     

The Impact of the Financial Crisis on the Global Seaborne Hard Coal Market: Are there Implications for the Future?

The global financial crisis in 2008 sent commodity markets spinning which caused demand to erode, price levels to quickly plummet and project financing costs to rise. In this paper, the authors examine the impacts the economic slowdown has had on the global seaborne hard coal market looking at the impacts for both coking (metallurgical) and thermal (steam) coals including pricing, supply availability, demand and aggregated mine level production costs. The hard coal market experienced a significant slow down; the commodity has bounced back strongly in 2010 driven by strong Asian demand at growth rates above historic levels and strong projections for the future.     

Estimation of the Effects of New Brands on Incumbents’ Profits and Consumer Welfare: The U.S. Processed Cheese Market Case

I estimate the effects of new brands on market competition and consumer welfare in the U.S. processed cheese market. I find that an observed increase in consumer welfare was attributable mainly to an increase in the number of brands in the sample market, while the price effect, which measures welfare change caused by adding new brands to existing brands, decreased welfare as the prices of the existing brands increased in a large portion of sample markets. The price increase was most pronounced among the introducers existing brands. I also find that the data used in the paper identify a significant enhancement of consumer welfare as a result of the change in product characteristics provided by new brands even if a large portion of welfare gain is explained by the assumption on the error term in the utility function.JEL classification: D40, D60, L13, L66, H20     

The Enduring Alliance? Trade Unions and the Making of New Labour, 1994–1997

The period of Tony Blair's leadership preceding the 1997 general election saw a transformation of the Labour Party. This was of immense importance to the political role of trade unions. The emergence of New Labour can only be understood through analysis of developments in both party and unions. This paper discusses the recasting of the party's industrial politics and reform of party structure, locating its provenance in electoral, representational and governmental strategies. It examines the unions' response, rooted in their industrial predicament but shaped by political reaction to it. Union politics intersected but did not coincide with the policies of New Labour. Political differentiation in the unions and opposition to New Labour is considered. It is concluded that change represents restructuring rather than termination of the link, but it will be further tested with New Labour in government.