Technology Synergy,Product Characteristics,and New Product Performance: A Meta‐Analytic Review

The associations of technology synergy, product characteristics, and new product performance are widely spread in the marketing and innovation management literatures. However, little research integrates these associations. This study adopts a meta‐analytic approach to aggregate prior findings across studies published before 2010 to review the relationships between technology synergy, product characteristics, and new product performance. Structural equation analysis reveals that technology synergy has: (a) a positive medium effect on new product performance; (b) a positive and strong impact on product advantage, which then affects new product performance; and (c) an indirect effect on new product performance through product innovativeness and product advantage. These findings suggest that product innovation and advantage are important intermediaries between technology synergy and new product performance—as yet unrevealed in extant literature. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

Determinants of new product outcome in a developing country: A longitudinal analysis

While new product success and failure in technologically advanced countries has been widely studied, little work has been done on examining this issue in developing countries. In this paper, the introduction of 279 new products in a developing country, Korea, is examined to identify the ingredients of new product success. A categorization scheme is developed to distinguish the industrial market environments of developing countries according to their development stages, and proves useful in identifying significant determinants of new product outcome for the two different situations in the industrial market. The two industrial market situations are LDC stage and NIC stage, which represent the early and the later stage of industrialization and economic development in developing countries respectively. In the LDC stage, proficiency of technical effort and indigenous capabilities to make technologically superior products are found to be important factors in determining new product outcome, whereas the critical role of market orientation together with technological capability appears important in deciding new product outcome in the NIC stage.     

Strategic orientation and new product performance: The roles of technological capability

Although prior research has examined the linkage between strategic orientation and new product performance, existing empirical evidence suggests exploration of the effects of a firm's internal factors on this linkage is required. This study aims to fill the marketing literature gap by addressing how technological capability moderates the strategic orientation‐new product performance relationship. This study measures new product performance as a two‐dimensional construct to avoid the oversimplified bias. Research hypotheses are tested using a sample of 121 information system product projects and a hierarchical regression approach is utilized. Results show that (a) technological capability strengthens the market orientation‐performance relationship and (b) technological capability affects the financial performance effects of market and technology orientations via market performance. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

The influence of innovation orientation in human resource management on new product development: The moderating role of innovation type

Despite substantial prior research on new product success, there are still high failure rates. Why might this be the case? This paper argues that (1) the most important determinants of new product success involve managerial behavior and therefore a need exists to examine the influence of innovation orientation of human resource management (IO-HRM) on these determinants, and (2) these relationships are moderated by the type of innovation, product versus service. Data from 275 product innovation projects suggest that IO-HRM is a significant predictor of not only new product success but also its prime determinants: the proficiency of development activities, product advantage, marketing synergy, and top management support. Further, the linkage between IO-HRM and new product success and marketing synergy is found to be stronger in service than in product innovation projects.     

Speed or quality? How the order of market entry influences the relationship between market orientation and new product performance

The role of market orientation as an antecedent of new product performance has been extensively documented in the literature. What is less clear, however, is how firms should make use of their market orientation under different market conditions. This study addresses this question by investigating how market orientation leads to superior new product performance for products that enter the market at different times. In particular, the study examines the moderating effect of order of market entry on the mediated relationship between market orientation and new product performance via product quality and innovation speed. Data from a sample of 244 new product development projects show that a firm's market orientation can improve the performance of first-to-market products and late entrants by facilitating the development of quality products, whereas it can improve the performance of early entrants by facilitating greater innovation speed.     

Industrial firms' new product strategies

This research examines the impact of the firm's product innovation strategy on performance results. A total of 19 strategy dimensions were uncovered, which capture the specific elements of firms innovation strategies. Three dimensions of performance, independent of each other, were also identified and were found to be closely linked to the strategy adopted. For a high-impact new product program, an aggressive strategy emphasizing sophisticated technologies, heavy R&D spending, and a focused program was found appropriate. In contrast, a conservative strategy featuring avoidance of new markets and new product classes and a close synergy with the firm's technological resources resulted in a high success rate program. Finally, a high overall performance was the outcome of a balanced strategy: technologically aggressive, market oriented, and synergistic.     

客户关系管理的新4P营销理念

客户关系管理是一种倡导企业以客户为中心的营销管理创新的思想和方法。在客户关系管理中 ,出现了不同于以往的product (产品 )、price (定价 )、place (分销 )和promotion (促销 )的新 4P要素 ,它们是 :product (产品 )、process (流程 )、person (人员 )和performance (表现 )。把这些新 4P组合起来 ,能进一步提高企业的市场竞争能力和增加价值的能力     

Is market orientation affected by the product life cycle?

Considerable scholarly interest has been shown in the relationship between market orientation and business performance. Although a number of environmental moderators have been postulated to influence the market orientation–performance link, extant findings are inconclusive. This study takes a different approach by conceptualizing product life cycle stages in terms of variations in competitive intensity, market and technological turbulence. Data collected in Hong Kong reveal that Atuahene-Gima's [Atuahene-Gima, K. (1995). An exploratory analysis of the impact of market orientation on new product performance: A contingent approach. Journal of Product Innovation Management, 12: 275–293] product life cycle measure successfully discriminates stages in terms of market and technological turbulence, but fails to capture variation in competitive intensity. Market orientation is also found to be more highly valued by firms in growing and mature markets than firms in introductory and declining markets. Finally, the link between market orientation and firm performance is found to be strongest for firms in the growth stage and weakest for firms in the introductory stage of the product life cycle.     

顾客参与新产品开发的绩效影响:产品创新类型的调节效应

顾客参与企业新产品开发对新产品开发绩效有着重要影响,在处于转型经济背景下的中国进行相关研究更有着极为重要的战略意义。文章以B-B市场中的制造企业为研究对象,构建了以产品创新类型为调节变量的顾客参与对新产品开发绩效差异化影响的调节效应模型。研究表明,顾客参与对新产品开发时间绩效与创新绩效的积极影响会受到产品创新类型的调节作用;但产品创新类型对顾客参与和财务绩效关系的调节影响不显著。     

Contingent effects of managerial guanxi on new product development success

A survey of new product development (NPD) managers finds both a linear, positive relationship between managerial guanxi and new product speed to market and an inverted U-shaped relationship between managerial guanxi and new product innovativeness. In addition, both transaction-specific investments (TSIs) and relationship commitment have a positive moderating impact on the relationship between managerial guanxi and new product speed to market. However, TSIs increase the damaging effect of managerial guanxi on new product innovativeness, whereas relationship commitment reduces such an effect. The results from this study can help business practitioners use guanxi to improve NPD performance under different contexts of inter-firm relationships.     

Strategic positioning,timing of entry,and new product performance in business-to-business markets: do market-oriented firms make better decisions?

Purpose: The mechanism by which market orientation contributes to positional strength of a new product, appropriate timing of entry to the market, and new product performance is examined in a business-to-business (B-to-B) context.

Methodology/Approach: We examine the role of new product positional strength and the role of timing of entry in the market orientation—new product performance relationship using 178 firms operating in the B-to-B market.

Findings: The results show that establishing a new product’s positional strength is a key step in the success of the new product. Market orientation does not directly influence new product performance. Instead, it shapes a new product’s positional strength, which, in turn, positively influences new product performance in the B-to-B market. Timing of entry decision for the new product, shown to be an outcome of its positional strength, is not a determinant of new product performance.

Research implications: We depict the tactical process in new product success and highlight the role of new product positional strength in linking market orientation and new product performance.

Practical implications: The findings reveal that market-oriented firms achieve superior new product performance through well-defined positioning strategy for a new product, not rapidity of action.

Originality/Value/Contribution: This study explains how market orientation influences new product performance in the B-to-B market, taking into consideration new product positional strength and timing of entry.     

The Impact of the New Product Development Project on the Success of Financial Services

This article explores the impact of a number of aspects of the new product development project on the success of new financial services in the United Kingdom. It is found that synergy between the new product and the organisation, and the quality of internal marketing are particularly associated with eventual success for the new product. Technological advantage, market research and responsiveness (i.e. speed of development) are also associated with success. Banks seem to be particularly effective in their use of market research, whereas Building Societies are good at in ternal marketing and synergy. New interest accounts have been particularly successful due to the use of market research and the speed of their development.     

New Product Introduction and Seasonality Effect in Food Products Retailing

ABSTRACT

This study aims to measure the effects of market demand and seasonality on new product introduction. Major factors contributing the variability of market demand and seasonality of new products have been discussed in reference to timing of introducing new products, variability of consumer preferences, retail sales, and product promotion. The study is based on 243 new products in selected self-service stores in Mexico, which belong to major food products sectors for the reference period 2002–2006. Results of the study reveal that market demand and seasonality factors are most important for the timing of new product introductions, as such conditions determine success of the new products in a given market.     

The Effect of a Market Orientation, Entrepreneurial Orientation, and Technological Capability on Innovativeness: A Study of Young Biotechnology Ventures in the United States and in Scandinavia

Previous research suggests that in order to excel in innovativeness, a firm should simultaneously be market oriented, proactive, and willing to take risks, as well as have access to superior technological assets and capabilities. However, the contribution of these factors on innovative outcomes has seldom been assessed in one study. This study investigates influences of market orientation, entrepreneurial orientation, and technological capabilities on technology ventures' innovativeness. Data for this study were collected through personal interviews in biotechnology startups in the United States, Finland, and Sweden. As expected, results indicate a significant link between technological capability and product innovativeness. However, neither market orientation nor entrepreneurial orientation is related to product innovativeness in this empirical context where firms typically aim at launching radical, disruptive innovations. The drivers of capital investments, however, are different from the antecedents of product innovativeness. Differences between the Nordic and U.S.-based biotechnology ventures are also identified.     

How different types of partners influence innovative product sales: Does technological capacity matter?

Extant empirical studies examine the effect of different types of partners on innovative product sales. Although these studies present ambiguous results, little research pays attention to the factors leading to this ambiguity. Therefore, this study investigates how technological capacity affects the relationships between different types of partners and innovative product sales. Based on a sample of manufacturing firms from the technological innovation survey, this study reveals several interesting results. First, for the sales from significantly improved products, technological capacity positively impacts on the links between the sales and collaborations with suppliers and also with customers, but negatively moderates with competitors and with research organization. Second, however, on the sales of marginally changed products, technological capacity negatively affects the collaboration with suppliers, but positively impacts on alliance with research organizations. These results increase understanding of the relationships between different types of partners and innovative product sales.     

Profiting from product innovation: The impact of legal, marketing, and technological capabilities in different environmental conditions

Although product innovation is a key tool for firms competing in the marketplace, innovating firms often fail to obtain economic returns from their product innovations. This study examines the moderating effects of legal, marketing, and technological capabilities on the relationship between product innovation and firm performance in different environmental conditions in order to identify how a firm can leverage these capabilities to profit from product innovation. Based on the data of 223 Chinese firms, this study finds that legal capability positively moderates the relationship between product innovation and firm performance, especially when competitive intensity is high; the moderating effect of marketing capability is positive, although it is weakened by market turbulence; and technological capability has a negative moderating effect, which becomes more significant as technological turbulence increases.     

FDI对我国高新技术产业技术溢出效应分析

本文借助C-D函数,实证并分析了FDI对我国高新技术产业内资企业产出、自主创新能力、新产品开发的影响。研究表明,外资通过竞争效应、人员流动效应、示范效应以及产业关联效应等带动高新技术内资企业劳动生产率提高,从而促进内资高新技术企业产出总量增加;但较大的内外资企业的技术差距和较弱的技术消化吸收能力抑制了FDI对航空航天器制造业自主创新能力的提升;较高的外资企业市场集中度和市场开放度,不利于电子及通信设备制造业以及电子计算机及办公设备制造业新产品市场开发。文章据此探讨了相应的对策建议,以期为高新技术产业更好地利用外资提供有益的思路。     

The influence of business strategy on new product activity: The role of market orientation

In this paper, we propose that business strategy influences new product activity both directly and indirectly via its influence on market orientation. Accordingly, we develop a framework linking firms' relative emphasis on cost leadership, product differentiation and focus strategies to firms' customer and competitor orientation as well as their new product development and introduction activity. We use this framework to develop a simultaneous equations model that is tested on survey data from 175 Dutch firms of varying size and across different industries in the manufacturing sector. The surprising findings are that a greater emphasis on a focus strategy results in a decreased emphasis on customer orientation and that competitor orientation has a negative direct influence on new product activity and an indirect positive effect via customer orientation. We discuss the implications of these findings for theory and practice.     

Sold,not bought: Market orientation and technology as drivers of acquisitions of private biotechnology ventures

Acquisitions are an important exit strategy for technology entrepreneurs and investors, but what can technology ventures do to increase their chances of achieving an acquisition? We draw on signaling theory to examine the role that market orientation plays behind acquisitions. We test our hypotheses in a sample of young biotechnology ventures, and our findings are three-fold. First, we show that a target's market orientation is an important direct driver of acquisitions, thus incorporating a marketing perspective into a literature that has hitherto focused primarily on technological and reputational factors. Second, we find a substitutive interaction effect between market orientation and new product development stage, indicating that for exits through acquisitions, a high level of market orientation can compensate for an early stage of product development. Third, a fuzzy-set Qualitative Comparative Analysis (fsQCA) shows that in some contexts, the monopoly power afforded by patents can further amplify the positive effect of market orientation on acquisition likelihood. Taken together, our findings contribute to a more nuanced understanding of how different signals interact, and suggest that technology ventures should invest in market orientation early on in their life cycle.     

Entrepreneurship and Multinational Subsidiaries’ Performance in an Era of Financial Crisis and Economic Uncertainty

ABSTRACT

Since entrepreneurial foreign investments may act as a catalyst for economic recovery in crisis periods, we examine the influence of entrepreneurship-related variables on the performance of multinational subsidiaries in Greece, in an era of financial recession and high economic uncertainty. Our conceptual foundation identifies in-house technological capabilities, autonomy and strategic mandates as core predictors of subsidiaries’ entrepreneurial aspects. Drawing upon a questionnaire-based survey of 87 foreign firms operating in the focal economy, our findings suggest that subsidiaries’ product mandate role and increased autonomy impacts positively on performance. Surprisingly enough, the performance effect of technology-related variables linked to entrepreneurship seems insignificant.