Global Innovation in MNCs: The Effects of Subsidiary Self‐Determination and Teamwork*

The ability of multinational corporations (MNCs) to leverage their innovation competencies across globally dispersed subsidiaries is an increasingly valuable source of competitive advantage. As multinational enterprises turn to foreign subsidiaries for research and development (R&D) and product development, questions arise regarding the most effective organizational structures for global innovation. Although organizational conditions that satisfy the needs for self‐determination and teamwork have long been considered intrinsic motivators, past research has not analyzed the consequences of intrinsic motivators on global innovation. The basic research question is this: In globally dispersed subsidiary R&D units, what organizational conditions and motivators are associated with the highest knowledge output? A sample of 275 globally dispersed R&D subsidiaries were studied from 1995 to 2002. Data were collected from a postal survey, field and telephone interviews, and secondary sources. Subsidiary self‐determination and teamwork were found to have a significant effect on knowledge output, as objectively measured by patent citations. Subsidiary self‐determination on inputs such as sourcing and hiring, and self‐determination on outputs such as marketing and product development, emerged as positive determinants of knowledge generation in R&D subsidiaries. In addition, interteam cooperation and intrateam cooperation were significant determinants of knowledge generation by subsidiaries. These findings highlight the importance of self‐determination, teamwork, and cooperation to knowledge creation and innovations. Managers face the tough challenge of how to motivate globally dispersed knowledge workers to conduct research that will generate knowledge and will strengthen firm performance. The results provide theoretical and practical insights on how MNCs can leverage their innovation competencies across foreign R&D subsidiaries.     

Why and When Are the Self‐Employed More Satisfied with Their Work?

Analysis confirms that the self-employed are more satisfied with their jobs because their work provides more autonomy, flexibility, and skill utilization and greater job security. These underlying mechanisms have been stable over the last 30 years and are not due simply to personality differences. The self-employed job satisfaction advantage is relatively small or nonexistent among managers and members of the established professions—occupations where organizational workers have relatively high autonomy and skill utilization.     

Complementing Mass Customization Toolkits with User Communities: How Peer Input Improves Customer Self‐Design*

In this paper, the authors propose that the canonical customer–toolkit dyad in mass customization (MC) should be complemented with user communities. Many companies in various industries have begun to offer their customers the opportunity to design their own products online. The companies provide Web‐based MC toolkits that allow customers who prefer individualized products to tailor items such as sneakers, personal computers (PCs), cars, kitchens, cereals, or skis to their specific preferences. Most existing MC toolkits are based on the underlying concept of an isolated, dyadic interaction process between the individual customer and the MC toolkit. Information from external sources is not provided. As a result, most academic research on MC toolkits has focused on this dyadic perspective. The main premise of this paper is that novice MC toolkit users in particular might largely benefit from information given by other customers. Pioneering research shows that customers in the computer gaming and digital music instruments industries are willing to support each other for the sake of efficient toolkit use (e.g., how certain toolkit functions work). Expanding on their work, the present paper provides evidence that peer assistance appears also extremely useful in the two other major phases of the customer's individual self‐design process, namely, the development of an initial idea and the evaluation of a preliminary design solution. Two controlled experiments were conducted in which 191 subjects used an MC toolkit to design their own individual skis. The authors found that during the phase of developing an initial idea, having access to other users' designs as potential starting points stimulates the integration of existing solution chunks into the problem‐solving process, which indicates more systematic problem‐solving behavior. Peer customer input also turned out to have positive effects on the evaluation of preliminary design solutions. Providing other customers' opinions on interim design solutions stimulated favorable problem‐solving behavior, namely, the integration of external feedback. The use of these two problem‐solving heuristics in turn leads to an improved process outcome—that is, self‐designed products that meet the preferences of the customers more effectively (measured in terms of perceived preference fit, purchase intention, and willingness to pay). These findings have important theoretical and managerial implications.     

The Impact of Fit Measures on the Consumer Evaluation of New Co‐Branded Products*

A popular strategy currently employed for new product introductions is co‐branding. Such a strategy allows a brand to innovate with the support of a partner brand. The present study investigates how consumers perceive a new product with two brands. Previous research focused on the logic of a brand combination by investigating the impact of the fit between both existing product categories (i.e., product‐product fit) and the fit between both brand images (i.e., brand‐brand fit) on the evaluation of a new co‐branded product. However, no study has yet focused on the relationships between both brands and their existing product categories, and the specific new product that has been developed. The present paper aims to improve the understanding of the potential benefits of co‐branding by taking the role of the new product into account. The empirical study discussed in this paper replicates and extends the model of Simonin and Ruth (1998) by adding two new measures to their model. These measures are related to the fit of both existing product categories with the new product (i.e., new‐product‐product fit) and the fit of both brand images with the new product (i.e., new‐product‐brand fit). The results from this empirical study with 210 consumers in The Netherlands show that product‐product fit, brand‐brand fit, and new‐product‐brand fit have a significant positive impact on the evaluation of a new co‐branded product. New‐product‐product fit was not significantly related to consumer evaluations. In addition, the results show that consumers prefer a new co‐branded product that can be clearly associated with one of the brands in the partnership so that it can be categorized unambiguously. This paper discusses these findings and provides implications for research and managerial practice in the important and growing field of brand‐driven innovation.     

High‐Performance Product Management: The Impact of Structure,Process, Competencies,and Role Definition*

Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high‐performance product management at three levels: (1) the product manager as an individual; (2) the marketing processes related to product management; and (3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.     

Box‐Office Demand: The Importance of Being #1

We propose a theoretical framework to understand the effect on a movie's eventual theatrical success of leading the box office during the opening weekend. We consider two possible channels: a positive shock to the utility from watching the movie and a greater awareness of the movie's existence. We derive a series of testable predictions, which we test on U.S. box office data. The results suggest that being #1 in sales during the opening weekend has an economically and statistically significant effect on the movie's total demand; and that the primary channel for this effect is through the greater awareness induced by being #1.     

Absorptive Capacity and Source‐Recipient Complementarity in Designing New Products: An Empirically Derived Framework*

Numerous publications are dedicated to absorptive capacity and new product development (NPD). Most are centered on the recipient team, and very few consider the effects of the source team knowledge characteristics on the knowledge absorption and the NPD performance. This paper analyzes the type of the external knowledge sourced from outside the organization and the process through which it is used by the recipient firm and the effect on NPD performance. This is done through a specific type of source team knowledge, the design, and through the NPD process in industries (clothing and construction) where it plays a key role. NPD cases were analyzed and clustered in three categories of design absorption processes. From these categories, a conceptual framework of the source‐recipient knowledge complementarity and its impact on the NPD performance is proposed. The main result is that the complementarity between the recipient and the source knowledge is a critical aspect of the absorption process and therefore of the NPD performance. From a managerial perspective, this research highlights the role of design in the NPD process and how the combination of design knowledge with prior knowledge (marketing or technological) is related to NPD performance.     

Managing Knowledge for Innovation: The Case of Business‐to‐Business Services*

The present study builds a typology of organizational knowledge in business services and empirically examines the effects of knowledge on innovation performance. It is suggested that firms differ with respect to their knowledge creation approaches and that these approaches have implications for firms' innovation activities. A conceptual framework of knowledge assets with degrees of tacitness and collectiveness as the principal axes is used to ground the empirical analysis. The organizational knowledge framework is empirically operationalized using survey data from 167 business service firms and supplementary case study evidence from 16 other firms. It is found that business service improvements and new service introductions are significantly associated with collectively held knowledge, such as codified service solutions or team‐based competences and procedures. In contrast, relying solely on tacit knowledge held by individuals may hamper innovation. The results also suggest that tacit collective knowledge is more closely associated with new service introductions, whereas explicit collective knowledge is associated with service improvements. Tacit collective knowledge is thus conducive. A managerial implication is that new service introductions necessitate team competences and routines, whereas incremental service improvements are more likely if procedures are in place to codify services into explicit solutions or technologies. Thus, the knowledge management approach should depend on the strategic orientation of the service firm toward continuous improvement of existing services or development of completely new services.     

A Conjoint‐Hazard Model of the Timing of Buyers' Upgrading to Improved Versions of High‐Technology Products*

Understanding consumers' upgrading behavior is essential to product planning. Product managers would like to know what fraction of customers would upgrade to new and improved versions, and how fast. This paper presents a method to forecast the sales path of an improved version of a high‐technology product defined in terms of its price path and multiattribute product specification. The approach is potentially useful to managers to answer what‐if questions on the effects of alternative price paths and product specifications of the upgrade on when and what fraction of customers will upgrade. By doing such analysis for several product options under consideration, managers can choose the best feature specification and price path for the upgrade. The proposed approach integrates an individual‐level conjoint utility model with a hazard function specification. The first stage of estimation (i.e., conjoint analysis) measures individual‐level multiattribute utility functions, and the second stage (i.e., duration analysis) calibrates the coefficients of predictor variables of the time to upgrade via maximum likelihood. An illustrative application in the personal digital assistant (PDA) category confirms the predictive validity and potential usefulness of the proposed approach. Among the empirical findings are that higher upgrade costs and expectation of faster product improvement tend to delay buyers' upgrading decisions. The roles of other predictor variables such as product category characteristics, consumer characteristics, and peer pressure were also confirmed.     

Market Vision and Market Visioning Competence: Impact on Early Performance for Radically New,High‐Tech Products*

Having the “right” market vision (MV) in new product scenarios involving high degrees of uncertainty has been shown to help firms achieve a significant competitive advantage, which can ultimately lead to superior financial results. Despite today's increased rate of radical innovation, and hence the importance of effective vision, relatively little research has been undertaken to improve our understanding of this phenomenon. The exploratory and empirical investigation undertaken herewith responds to this research gap by focusing on MV and its precursor, market visioning competence (MVC), for radically new, high‐tech products. MV is a clear and specific mental model/image that organizational members have of a desired and important product‐market for a new advanced technology, and MVC is a set of individual and organizational capabilities that enable the linking of advanced technologies to a future market opportunity. Based on samples of high‐tech firms involved in early technology developments, the measurement study indicates that five factors comprise MV (i.e., clarity, magnetism, specificity, form, and scope) and that four factors underlie MVC (i.e., networking, idea driving, proactive market orientation, and market learning tools). Structural equation modeling is used to demonstrate that MVC significantly and positively impacts MV and that each of these constructs significantly and positively influences certain aspects of early performance (EP) in new product development. This is the first empirical study to develop a comprehensive set of scales to measure these constructs and then to combine them in a model by which to examine their interrelationships.     

Perspective: The Stage‐Gate® Idea‐to‐Launch Process—Update,What's New,and NexGen Systems*

Stage‐Gate has become a popular system for driving new products to market, and the benefits of using such a robust idea‐to‐launch system have been well documented. However, there are many misconceptions and challenges in using Stage‐Gate. First, Stage‐Gate is briefly outlined, noting how the system should work and the structure of both stages and gates. Next, some of the misconceptions about Stage‐Gate—it is not a linear process, nor is it a rigid system—are debunked, and explanations of what Stage‐Gate is and is not are provided. The challenges faced in employing Stage‐Gate are identified, including governance issues, overbureaucratizing the process, and misapplying cost‐cutting systems such as Six Sigma and Lean Manufacturing to product innovation. Solutions are offered, including better governance methods such as “gates with teeth,” clearly defined gatekeepers, and gatekeeper rules of engagement, as well as ways to deal with bureaucracy, including leaner gates. Next‐generation versions of Stage‐Gate are introduced, notably a scalable system (to handle many different types and sizes of projects), as well as even more flexible and adaptable versions of Stage‐Gate achieved via spiral development and simultaneous execution. Additionally, Stage‐Gate now incorporates better decision‐making practices including scorecards, success criteria, self‐managed gates, electronic and virtual gates, and integration with portfolio management. Improved accountability and continuous improvement are now built into Stage‐Gate via a rigorous postlaunch review. Finally, progressive companies are reinventing Stage‐Gate for use with “open innovation,” whereas others are applying the principles of value stream analysis to yield a leaner version of Stage‐Gate.     

The Effect of Ability on Young Men's Self‐Employment Decision: Evidence from the NELS

Using the National Educational Longitudinal Study data, we examine the role of pre‐market abilities on young men's self‐employment decision. Our results indicate that cognitive and non‐cognitive abilities are two important, in opposing directions, predictors of self‐employment. We also find that cognitive and non‐cognitive abilities may differ in their malleability with the latter being more malleable during adolescence.     

Innovation Management Practices Compared: The Example of Project‐Based Firms*

The importance of project‐based firms is increasing, as they fulfill the growing demands for complex integrated systems and knowledge‐intensive services. While project‐based firms are generally strong in innovating their clients' systems and processes, they seem to be less successful in innovating their own products or services. The reasons behind this are the focus of this paper. The characteristics of project‐based firms are investigated, how these affect management practices for innovation projects, and the influence of these practices on project performance. Using survey data of 203 Dutch firms in the construction, engineering, information technology, and related industries, differences in characteristics between project‐based and nonproject‐based firms are identified. Project‐based firms are distinguished from nonproject‐based firms on the basis of organizational configuration, the complexity of the operational process, and the project management capabilities of the firm. Project‐based firms also differ with regard to their level of collaboration and their innovation strategy, but not in the level of autonomy. A comparison of 135 innovation projects in 96 of the firms shows that project‐based firms do not manage their innovation projects different from other firms. However, the effects of specific management practices on project performance are different, particularly the effects of planning, multidisciplinary teams and heavyweight project leaders. Differences in firm characteristics provide an explanation for the findings. The implication for the innovation management literature is that “best” practices for innovation management are firm dependent.     

The Complementary Roles of Applied and Basic Research: A Knowledge‐Based Perspective*

While a great deal of scholastic effort has gone into discovering the multifaceted relationships between applied research initiatives and subsequent performance, relatively little empirical research addresses the performance impact from firm investments in basic research initiatives. Even less addresses the interactive roles of both types of research. The authors conceptualize and empirically evaluate the interactive relationship between applied and basic research initiatives and firm performance. Applied and basic research projects are knowledge creation activities in a product development domain, and both initiatives enhance the stored knowledge of a firm. Stored knowledge is the fuel that drives the product development engine. Applied research initiatives assimilate and exploit stored knowledge to develop new products. Basic research initiatives contribute to and enhance the stock of knowledge from which the applied initiatives are drawn. This expanded base of stored knowledge has positive ramifications for subsequent applied research initiatives. Results indicate that firms that engage in moderate or higher levels of applied research will see enhanced performance returns from additional investments in basic research. Conversely, firms that engage in relatively lower levels of applied research see no performance enhancement at any level of investment in basic research. Firms that rely on a flow of product innovations to provide a continued income stream must certainly invest in applied research initiatives. However, additional investment in directed basic research initiatives will augment future applied projects and could become the source of sustainable competitive advantage.     

Perspective: New Product Failure Rates: Influence of Argumentum ad Populum and Self‐Interest

A persistent myth in product innovation and management is that the failure rate of new products is 80% or higher. How does this false idea continue to displace the conclusions of empirical studies since 1977 that the new product failure rate is 40% or less? We examine the influence of a fallacy that encourages people's unthinking acceptance of ideas on new product failure rates and whose appeal rests primarily on an emotional, rather than a reasoned, argument. Self‐interest also plays a major role in keeping this myth alive.     

The Role of Value‐Informed Pricing in Market‐Oriented Product Innovation Management*

Although the positive effect of a market orientation on new product success is widely accepted and the market orientation literature has increased its understanding of how a market orientation leads to performance, the extant literature has overlooked the role of value‐informed pricing in the relationship. Value‐informed pricing is a pricing practice in which the decision makers base the price of the new product on the customers' perceptions of the benefits that the product offers and how these benefits are traded by customers against the price (that has yet to be determined). Considering that pricing mistakes may hit hard on the profitability of product innovations, it is important to firms to have a good understanding of its role. This study develops a framework in which value‐informed pricing is integrated in the relationship between market orientation and new product performance. A distinction is made between customer and competitor orientations, and relative product advantage is also included in the conceptual model. The model is tested on data obtained from managers based on a cross sectional sample of 144 firms. The respondents were involved in a decision‐making process of the pricing of a new product. The model is tested using structural equations modeling. The results show that value‐informed pricing has a strong effect on new product performance. It also reveals that each component of a market orientation fulfills a specific role in a market‐oriented organization. Value‐informed pricing is found to have important mediating effects in the market orientation–new product performance relationship. Results show that firms with a strong customer orientation engage in value‐informed pricing and develop superior benefits to customers in an advantageous product. In turn, both value‐informed pricing and relative product advantage positively affect new product market performance. However, no significant effect of competitor orientation on value‐informed pricing is found. Combined with the finding that competitor orientation negatively affects relative product advantage, this suggests that competitor orientation may hurt new product performance when this orientation is not balanced with a strong customer orientation. The results also portray that value‐informed pricing leads to higher product advantage. Interestingly, this relation is contingent on the degree of interfunctional coordination within the firm. This suggests that the relationship between market orientation and new product performance is strongest if firms integrate value‐informed pricing in the new product development process. In this sense, a market‐oriented firm mirrors the customer value perception that makes a trade‐off between benefits and price.     

The Mortgage Acquisition Process: A Comparison of VRM and FRM Borrowers*

In recent years a number of alternative types of residential mortgage plans (i.e., alternative to the fixed-rate level-payment mortgage) have been proposed, and some of these have been available in various parts of the country. The most often proposed innovation has been the variable rate mortgage (VRM). The most widespread use of the VRM has been in the State of California, starting in early 1975. This paper discusses some of the results of a survey of over 1,700 homeowners in California that examined consumer reaction to the VRM. Specifically, this paper looks at the impact of the VRM on the mortgage acquisition process and the features of mortgages demanded by consumers. The data seem to indicate that the process of acquiring a mortgage has not been affected significantly by the availability of the VRM. However, the existence of alternative mortgage plans means that consumer choice can be broadened to include type of mortgage as well as lending institution.     

Flooding and Liquidity on the Bayou: The Capitalization of Flood Risk into House Value and Ease‐of‐Sale

The existing literature focuses on how perceived flood risk affects house value. Search theory, however, implies that flood risks will be capitalized into both house price and liquidity. This article draws on search theory to develop an empirical approach for estimating flood risk capitalization into both price and selling time. The results show the mix of price and liquidity capitalization varies by level of flood risk as well as across housing market phases. Regardless of the specific capitalization pattern, the results illustrate that focusing solely on price without allowing for concomitant liquidity capitalization can yield estimates that understate the full impact of flood risk on house transactions.