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.     

The Effect of Interactional Fairness on the Performance of Cross‐Functional Product Development Teams: A Multilevel Mediated Model*

Cross‐functional product development teams (CFPDTs) are receiving increasing attention as a fundamental mechanism for achieving greater interfunctional integration in the product development process. However, little is known about how team members' interactional fairness perception—fairness perception based on the quality of interpersonal treatment received from the project manager during the new product development process—affects cross‐functional communication and the performance of CFPDTs. This study examines the effects of interactional fairness on both team members' performance and team performance as a whole. It was predicted that interactional fairness in CFPDTs would significantly affect team members' task performance, both task‐ and person‐focused interpersonal citizenship behaviors, as well as team performance. Additionally, commitment would partially mediate the effects of interactional fairness on these performance outcomes. Analyzing survey responses from two student samples of CFPDTs with hierarchical linear modeling techniques, it was demonstrated that team members' task performance, interpersonal citizenship behavior, and team performance are enhanced when team members are dedicated to both the team and the project, and such dedication is fostered when project managers are fair to team members in an interpersonal way.     

The Effects of Non‐Expensed Employee Stock Bonus on Firm Performance: Evidence from Taiwanese High‐Tech Firms

The choice of whether to expense broad‐based stock incentives has been a highly controversial debate in both academic research and practice circles. We provide insightful findings to reconcile certain debates regarding the effectiveness of non‐expensed, broad‐based stock incentives. Using a unique longitudinal dataset from Taiwanese high‐tech firms over the 1997–2008 period, our results indicate that non‐expensed employee stock bonus incentives exerted positive effects on short‐term organizational value added creation. The dilution effects of broad‐based stock incentives in Taiwan, however, exerted a negative influence on profitability and eroded share return. The negative effects were even more severe in the following year, and overexploitation of employee stock bonus also damaged the long‐term organizational performance of Taiwanese high‐tech firms. This negative aspect of non‐expensed employee stock incentives resulted in more evidence for changing the regulatory context of broad‐based stock incentives in Taiwan.     

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.     

Work and Life Integration: Organizational,Cultural, and Individual Perspectives – Edited by Ellen Ernst Kossek and Susan J. Lambert Work‐Life Balance in the 21st Century – Edited by Diane M. Houston

Books reviewed: Work and Life Integration: Organizational, Cultural, and Individual Perspectives edited by Ellen Ernst Kossek and Susan J. Lambert. Lawrence Erlbaum Associates, Mahwah, NJ and London, 2005, xxviii + 570 pp., ISBN 0 8058 4616 6, $42.50, paper. Work‐Life Balance in the 21st Century edited by Diane M. Houston. Palgrave Macmillan, Basingstoke, UK, 2005, xv + 271 pp., ISBN 1 4039 2062 1, £50.00.     

The Oxford Handbook of Work & Organization – Edited by Stephen Ackroyd,Rosemary Batt,Paul Thompson and Pamela S.

Books reviewed: The Oxford Handbook of Work & Organization edited by Stephen Ackroyd, Rosemary Batt, Paul Thompson and Pamela S. Tolbert. Oxford University Press, Oxford, 2005, xiii + 655 pp., ISBN 0 19 926992 0, £75.00.     

Flexibility and Fairness in Liberal Market Economies: The Comparative Impact of the Legal Environment and High‐Performance Work Systems

This paper compares management flexibility in employment decision making in the United States and Canada through a cross‐national survey of organizations in representative jurisdictions in each country, Pennsylvania and Ontario, respectively, that investigates the impact of differences in their legal environments. The results indicate that, compared to their Ontario counterparts, organizations in Pennsylvania have a higher degree of flexibility in employment outcomes, such as higher dismissal and discipline rates, yet do not experience any greater flexibility or simplicity in management hiring and firing decisions. One explanation for this result may lie in the finding that organizations in Pennsylvania experience greater legal pressures on decision making, reflecting the generally more intense conflict in the employment law system in the United States. By contrast, high‐performance work systems, which some have looked to as a possible management‐driven mechanism for enhancing fairness in employment, had more modest effects.     

Aligning Knowledge Assets for Exploitation,Exploration, and Ambidexterity: A Study of Companies in High‐Tech Parks in China

There is little research that has explored the effects of how knowledge assets are aligned with each other in exploitation and exploration innovation strategies. This study uses alignment theory to explore the effects of aligning knowledge assets on facilitating a firm's ability to pursue ambidexterity, which is defined as the simultaneous pursuit of explorative and exploitative innovation strategies. We also explore the relative influence of organizational and human capital in fostering an exploitation innovation strategy on the one hand, and an exploration innovation strategy on the other. Using a primary survey sample of 127 companies in two high‐tech parks in China, we found that greater reliance on relatively more organizational capital versus human capital has a significantly positive impact on the success of an exploitative innovation strategy. The amount of organizational capital relative to the amount of human capital has a stronger positive association with exploratory innovation strategy when social capital is greater. We also found that the combination of organizational, human, and social capital fosters ambidexterity, i.e., the simultaneous pursuit of exploration and exploitation. This study extends alignment theory and examines the effects of aligning these knowledge assets on a firm's ability to foster organizational ambidexterity.     

Collective Bargaining,Inter‐Sectoral Heterogeneity and Competitiveness: A Cross‐National Comparison of Macroeconomic Performance

Research on the performance effects of bargaining remains inconclusive. One reason for this is neglect of heterogeneity of the bargainers, namely differences in exposure to world markets and their implications for international competitiveness. Since the effects of bargaining on competitiveness depend on coping with productivity differentials between the exposed and sheltered sector, we discuss how distinct bargaining structures interact with these differentials. Exposed‐sector pattern setting is predicted to be the only bargaining structure that is sensitive to productivity differentials. The findings from time series cross‐sectional analysis corroborate the expected impact on labour costs and the current balance, whereas no employment effects are discernible.