Linking multiple layers of innovation-oriented corporate culture, product program innovativeness, and business performance: a contingency approach

In recent years, firms have invested considerably in programs to raise their innovativeness by inspiring employees with an innovation-oriented corporate culture. However, extant literature is inconclusive on how an innovation-oriented culture leads to increases in product program innovativeness (PPI). This study investigates this question by analyzing a multilayer model of innovation-oriented corporate culture, using data from three different informants: marketing managers, R&D managers, and customers. The effects of innovation-oriented values and norms on PPI are fully mediated by cultural artifacts. Therefore, values and norms must be transformed into specific artifacts to exert an influence on innovativeness. Furthermore, market dynamism and technological turbulence have opposite moderating effects on the relationship between innovation-oriented artifacts and PPI. Market dynamism weakens this relationship, whereas technological turbulence strengthens it.     

Superordinate identity in cross-functional product development teams: Its antecedents and effect on new product performance

This research examines the role of team-based superordinate identity in influencing new product performance. The author also studies how several team-related factors affect superordinate identity and, through this psychological bond, influence new product performance. The findings, based on a sample of 118 teams, reveal that superordinate identity indeed enhances the performance of the new product developed by a team. Traditional group factors such as task interdependence and physical proximity do not play any role in influencing either superordinate identity or new product performance. Team longevity improves superordinate identity but has no effect on new product performance. Instead, a special team structure (i.e., high autonomy and outcome interdependence) improves both superordinate identity and new product performance. If interdepartmental connectedness in the firm is high, there is a reduced need for high autonomy in the team. Finally, the characteristics of the special team structure influence new product performance only through superordinate identity. Rajesh Sethi is an assistant professor of marketing in the School of Business at Clarkson University, Potsdam, New York. He received his Ph.D. from the University of Pittsburgh, Pennsylvania. His research interests are in the areas of new product development, cross-functional teams, using the World Wide Web for new product development, and electronic commerce. He has published in theJournal of Marketing, theJournal of Marketing Research, theJournal of the Academy of Marketing Science, and theJournal of Public Management and Social Policy, as well as many conference proceedings.     

The role of lean launch execution and launch timing on new product performance

There is a substantial literature on the product development process but comparatively little on the impact of lean launch execution and launch timing on new product performance. Given the costs and risks involved in product commercialization, this research gap is surprising. Delays in product launch can lead to poor channel cooperation and coordination, missed market opportunities, and lost competitive opportunities, yet timing of the launch has not been included in many reported studies. In addition, managers at many firms have prioritized supply chain activities such as integration of logistics with other functional areas in order to obtain cost efficiencies and accelerate time to market; the role of lean launch execution in improving new product performance has also received little research attention. In this study, we build a conceptual model in which lean launch, launch timing, and quality of marketing effort are modeled as precursors to new product performance; we assess the role of market orientation and cross-functional integration in lean launch execution as well as indirect and direct effects of launch timing on performance. We empirically test our model with a sample of 183 U.S.-based corporate managers actively involved in new product launch. We find evidence that execution of a lean launch and effective marketing significantly improve new product performance, and that correct launch timing positively moderates the effect of lean launch on performance. These variables therefore should be carefully considered by managers of new product processes.     

The influence of organic organizational cultures, market responsiveness, and product strategy on firm performance in an emerging market

Organizational culture is a strategic resource that influences a range of activities within firms, and empirical evidence from management and marketing demonstrates that it impacts performance. In this study, we investigate how organic types of organizational culture (i.e., adhocracy and clan) serve as a strategic resource to influence marketing effectiveness and performance in an emerging economy, using an extended form of the resource-based view as our theoretical framework. We posit that organic cultures, which are relatively dominant in emerging-nation firms, serve as antecedents of competitive advantage and superior performance. We selected China as the context to test the veracity of our model and use multiple informants and archival performance data to minimize common method variance. Our results support the proposed model and demonstrate that organic cultures impact market responsiveness, while confirming the critical roles of market responsiveness and product strategy change in producing superior performance. We further demonstrate a direct effect between clan culture and product strategy change, in addition to its indirect effect. Importantly, our results uncover that, although individually either adhocracy or clan culture can significantly improve the firm’s responsiveness, their combined effect does not enhance market responsiveness; that is, their interaction yields a negative coefficient. Additionally, the influence of organic cultures on market responsiveness varies across different industry types. These important differences, along with theoretical contributions and managerial implications of our findings, are discussed, and several avenues for future research are proposed.     

Strategic goal accomplishment in export ventures: the role of capabilities,knowledge, and environment

The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal–realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal–realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments are better able to realize their intended strategic objectives and thereby enjoy superior performance.     

Firm capabilities and growth: the moderating role of market conditions

Using a contingency theory lens, this study explores the impact of multiple firm-level capabilities and their interactions on firm growth under different market conditions, using panel data from 612 U.S. public firms across 16 years in 60 industries. Specifically, this study empirically examines how three key firm capabilities (marketing, R&D, operations) interact to impact firms’ revenue growth and profit growth over time, and how external boundary conditions (market munificence and competitive dynamism) influence the interactive growth effects of these capabilities. The results indicate that firms’ R&D (operations) capabilities positively (negatively) influence the effects of marketing capabilities on firm growth and that such effects vary across different market conditions. This study provides insights to researchers and managers regarding how to manage and deploy resources across multiple capabilities simultaneously under different market conditions to drive firm growth.     

Cooperative advertising,pricing strategy and firm performance in the e-marketing age

Cooperative advertising plays a strategically important role in marketing programs. In this paper, we use a game theoretical model to study not only cooperative advertising but also pricing strategy in a manufacturer—e-retailer supply chain with the consideration of product categories. First, two cooperative advertising models (the leader-follower Stackelberg and the strategic alliance) are established and analyzed. We then compare the two models to develop some important theories and managerial insights. Furthermore, we utilize a bargaining model to implement profit sharing and determine the manufacturer’s participation rate for cooperative advertising in the channel coordination of strategic alliance. Based on our results, we derive optimal market strategies and identify probable paths of future research.     

Innovation pathway to profitability: the role of entrepreneurial orientation and marketing capabilities

Drawing from the marketing capabilities and innovation literatures, we identify aprocess by which a firm’s entrepreneurial orientation impacts profits and show that it is dependent on marketing capabilities. Using a half-longitudinal design we integrate survey data with performance metrics over two time periods, from a sample of 190 firms. While the effect of entrepreneurial orientation (EO) on innovation is enhanced by architectural marketing capabilities, the effect of innovation outcomes on profits is enhanced by specialized marketing capabilities. Ultimately, the pathway from EO to performance, mediated by innovation, is positively significant at higher levels of both marketing capabilities. The results uncovered using Bayesian conditional process modeling, are robust to alternate model specifications, endogeneity tests, and provide insights into the capabilities-based understanding of entrepreneurism-marketing interface. We discuss resource allocation implications for managers as they attempt to maximize profits through innovation.     

Generating new product ideas: An initial investigation of the role of market information and organizational characteristics

Although product innovation is widely recognized as crucial to the success of organizations, the literature still contains certain gaps that limit our understanding of successful product innovation. These gaps include a lack of research employing a decompositional approach (i,e., analysis of the drivers at each stage of the process) to studying product innovation and a related lack of research investigating the effect of organizational characteristics on specific stages of the product innovation process. The authors attempt to close these gaps by developing and testing a model examining the moderating effects of organizational characteristics on the relationship between the amount of market information gathered and the number of new product ideas generated by work groups in organizations. The study findings provide insights into the types of organizational structure and climate characteristics that can have an impact on the relationship between amount of market information and new product idea generation. Lisa C. Troy is an assistant professor of marketing at Utah State University. She earned her Ph.D. from Texas A&M University. Her research interests include product innovation management, environmental marketing, and international marketing management. Her work has appeared in theJournal of the Academy of Marketing Science and theJournal of Marketing. David M. Szymanski is the Al and Marion Withers Research Fellow and Director, Center for Retailing Studies in the Lowry Mays College and Graduate School of Business at Texas A&M University. His research interests are in the areas of applied meta-analysis, marketing strategy, personal selling and sales management, product innovation, and retail strategy. Representative research has appeared in theJournal of the Academy of Marketing Science, theJournal of Marketing, theJournal of Marketing Research, theJournal of Personal Selling and Sales Management, and theJournal of Retailing. P. Rajan Varadarajan is a professor of marketing and the Jenna and Calvin R. Guest professor of business administration at Texas A&M University. His research interests are in the areas of corporate, business, and marketing strategy. His research has been published in theJournal of Marketing, theJournal of the Academy of Marketing Science, theAcademy of Management Journal, theStrategic Management Journal, Sloan Management Review, California Management Review, Business Horizons, and other journals.     

Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages

Our study focuses on the internal process through which market orientation influences performance in export markets, and develops a model of market orientation–marketing capabilities–competitive advantages–performance relationships. Using survey data of 491 export ventures based in China, we find that marketing capabilities mediate the market orientation–performance relationship, while competitive advantages partially mediate the marketing capabilities–performance relationship. Moreover, coordination mechanism strengthens, and cost leadership strategy weakens, the effects of market orientation on new product development and marketing communication capabilities, respectively. Market turbulence attenuates the effect of market orientation on new product development capability while competitive intensity strengthens this effect.     

Customer-based corporate reputation of a service firm: scale development and validation

Although corporate reputation has attracted significant attention among marketing scholars, current measures of it do not adequately capture the perceptions of the most important stakeholder group, customers, and often overlook its relationship to important customer-outcome variables. In this article, we identify dimensions of customer-based corporate reputation and develop scales to measure these dimensions (Study 1). Based on comprehensive validation procedures across three service firm types, we found support for a five-dimensional scale with the following dimensions: Customer Orientation, Good Employer, Reliable and Financially Strong Company, Product and Service Quality, and Social and Environmental Responsibility. In Study 2, using a second sample, we validate our scale and examine its relationship with important customer-outcome variables—customer satisfaction, loyalty, trust, and word of mouth. Most of the reputation dimensions were strongly associated with important outcome variables, with a few exceptions. We discuss the results with reference to the marketing implications.

Firm-level export performance assessment: Review, evaluation, and development

Export performance is one of the most widely researched but least understood and most contentious areas of international marketing. To some extent, this problem can be ascribed to difficulties in conceptualizing, operationalizing, and measuring the export performance construct, often leading to inconsistent and conflicting results. This study reviews and evaluates more than 100 articles of pertinent empirical studies to assess and critique export performance measurements. Based on gaps identified in this evluation, guidelines for export performance measure development are advanced, suggesting, however, a contingency approach in their application. Several conclusions and implications for export strategy and future research are derived from this analysis. Constantine S. Katsikeas holds the Sir Julian Hodge Chair in Marketing and International Business at Cardiff Business School, Cardiff University. His main research interests lie in the areas of international marketing and purchasing, global strategic alliances, and competitive strategy. He has published widely in these fields and his articles have appeared inJournal of International Business Studies, Journal of International Marketing, (formerly Columbia)Journal of World Business, Journal of Business Research, Industrial Marketing Management, andManagement International Review, among others. Leonidas C. Leonidou is associate professor of marketing at the University of Cyprus. He obtained his Ph.D. in marketing from the University of Bath, and has research interests in international marketing, relationship marketing, strategic marketing, and marketing in emerging economies. He has published extensively in these fields and his articles have appeared in various journals includingJournal of International Business Studies, Journal of Business Research, Journal of International Marketing, andManagement International Review. Neil A. Morgan is assistant professor of marketing in the Kenan-Flagler Business School at the University of North Carolina, Chapel Hill. His research interests focus on strategic issues concerning marketing resources and capabilities, and marketing planning and implementation processes and their links with business performance. His work has appeared inJournal of the Academy of Marketing Science, Journal of Business Research, Industrial Marketing Management, British Journal of Management, European Journal of Marketing, and other journals.     

The moderating effect of organizational cohesiveness in knowledge use and new product development

This study examined the influence of cohesiveness, an organizational cultural variable, on knowledge use and organizational learning within the context of new product development (NPD). The authors surveyed NPD managers from 323 firms, representing a wide range of product classifications, about their firms’ levels of cohesiveness and NPD efforts. Using structural equation modeling, the authors demonstrated that organizational cohesiveness has a moderating influence on both an organization’s use of its existing knowledge to develop innovative new products and the resulting performance of those products, which emphasizes how influential organizational “mind-set” can be. By considering cohesiveness an influence in new product innovativeness and new product performance, the authors incorporated a cultural variable that has received little attention in the NPD and more general marketing literature. This research reveals that much is left to learn about cohesiveness and that understanding it can advance knowledge use, organizational learning, and innovation. Beverly K. Brockman (bev-brockman@utc.edu) is an assistant professor of marketing at the University of Tennessee at Chattanooga. She holds BBA and MBA degrees from the University of Kentucky and a PhD from the University of Alabama. Her specialty areas include marketing strategy, entrepreneurship, product development, and organizational learning. Dr. Brockman has been an American Marketing Association Doctoral Consortium Fellow, and her work has been published inDecision Sciences, Journal of Services Research, Journal of Consumer Satisfaction, Dissatisfaction, and Complaining Behavior, and others. Robert M. Morgan (rmorgan@cba.ua.edu) (PhD, 1991, Texas Tech University) is Phifer Faculty Fellow and department head, Department of Management and Marketing, in the Culverhouse College of Commerce and Business Administration at the University of Alabama. His interests focus on relationship marketing and marketing strategy, and his research in these areas has been published in theJournal of Marketing, theAcademy of Management Journal, Decision Sciences, and other journals and book chapters. His article “The Commitment-Trust Theory of Relationship Marketing,” coauthored with Shelby D. Hunt and published in 1993 in theJournal of Marketing, was recognized in 2004 by the Institute for Scientific Information as the most cited article in business and economics journals over the previous decade. His article “The Comparative Advantage Theory of Competition,” also coauthored with Shelby D. Hunt and published in 1995 in theJournal of Marketing, received the Sheth Foundation/Journal of Marketing Award in 2004.     

Building an innovation base: exploring the role of acquisition behavior

Innovation serves as a foundation for sustainable competitive advantage. Therefore, it is no surprise that firms seek to build an innovation base—a reservoir of inventions, ideas, and discoveries that serve as a platform for their innovation efforts. One approach for building an innovation base is acquisitions, though extant research reveals an equivocal verdict on whether acquisitions influence post-acquisition inventions. In this research, the authors focus on type of acquisition, acquisition behavior over time, and invention characteristics to investigate how acquisition behavior influences post-acquisition inventions. Analysis of 352 firms across five industries and 17 years reveals that firms who make acquisitions produce a stronger innovation base than those who make no acquisitions. Moreover, comparing effects across vertical and horizontal acquisitions, results indicate that the acquiring firm’s knowledge breadth plays an important role in determining which type of acquisition behavior generates the strongest influence on a firm’s innovation base.     

Innovativeness and new product success: insights from the cumulative evidence

The field of product innovation has expanded rapidly and clear insights regarding the relationship between product innovativeness and new product performance have become more elusive and difficult to discern through qualitative reviews of the literature. To offer much needed clarity, the authors conducted a meta-analysis of 95 correlations on product innovativeness and new product performance that were recorded from 32 studies on the topic. The findings reveal that although the average correlation of 0.24 for innovativeness with performance is small to moderate in size, the relationship is more substantial when various measurement and contextual elements are considered. For example, innovativeness measures that include a meaningfulness dimension yield stronger estimates of relationship strength. The findings also reveal that innovativeness today may not represent the same competitive advantage as in previous years unless the focus is on products rather than services, and specifically, new-to-the-market rather than new-to-the-firm products. Thus, innovativeness can be particularly relevant to new product success but only under certain conditions.

经营环境不确定性与企业创新——基于宏观经济和地方政策双重不确定性视角

经营环境不确定性是促进还是抑制企业创新仍存在较大争论.将企业面临的经营环境不确定性区分为宏观经济不确定性和地方政策不确定性,基于2000-2018年中国上市公司数据,分析两类不确定性对企业创新的影响.研究发现:宏观经济不确定性正向影响企业创新,增长期权效应在其中起主导作用,作用渠道在于市场前景的不明朗导致企业经营业绩波动和投资收益率下降,促使企业通过技术创新谋求自我提升和发展;地方政策不确定性负向影响企业创新,实物期权效应在其中起主导作用,作用渠道在于地方政策不确定性导致政府补贴减少和信贷优惠力度下降,迫使企业减少创新活动.通过分析异质性企业之间创新决策的差异,再次验证了两类不确定性对创新影响的主导机制.研究结论具有一定的政策启示:宏观经济不确定性对企业来说不仅意味着挑战还包含着机遇,技术创新是企业应对全球贸易摩擦、新冠肺炎疫情等不确定性冲击的关键;应加快建设服务型政府,打造良好的营商环境,以地方政策的确定性,应对宏观经济环境的不确定性.     

The accuracy of brand and attribute judgments: The role of information relevancy, product experience, and attribute-relationship schemata

A multidimensional approach for accuracy of ratings is introduced that examines consumers’ abilities to assess various brands across a set of attributes and attribute performances across a set of brands. A model is presented that addresses the roles of the relevancy of information, attribute-relationship schemata, and consumers’ product category experience on the accuracy of their brand attribute ratings. Study participants were provided either with relevant or irrelevant attribute information for various automobile brands and later asked to rate the attribute performances of brands. The results indicate that the provision of relevant information in the judgment environment increases brand and attribute rating accuracy but does not favorably affect consumers’ brand attribute-relationship schemata. Rather, consumers’ product experience was directly related to their attribute-relationship schemata, which in turn were related to improved accuracy of brand and attribute ratings. Kevin Mason is an associate professor of marketing at Arkansas Tech University. His research interests include consumer information processing and choice strategies. He has published in theJournal of Marketing Theory and Practice, Journal of Consumer Marketing, Central Business Review, Journal for the Association of Marketing Educators, andInternational Advances in Economics Research. Thomas Jensen is professor and Wal-Mart lecturer in retailing in the Department of Marketing and Transportation at the University of Arkansas. His research interests include consumer information processing, advertising and price perceptions, and retail image and patronage. His work has been published in theJournal of Consumer Research, Journal of Experimental Social Psychology, Psychology and Marketing, Personality and Social Psychology Bulletin, Journal of Retailing, Journal of Business Research, and other journals. Scot Burton is professor and Wal-Mart chairholder in marketing, Department of Marketing and Transportation, University of Arkansas. His research interests include public policy and consumer welfare concerns, survey research measurement issues, and consumer price and promotion perceptions. His work has been published in theJournal of Marketing, Journal of Marketing Research, Journal of Consumer Research, Journal of the Academy of Marketing Science, Public Opinion Quarterly, Journal of Applied Psychology, Journal of Public Policy & Marketing, Journal of Retailing, and other journals. Dave Roach is a professor of management at Arkansas Tech University. His research interests include information processing, judgmental accuracy, and organization change. He has published inHuman Relations, Journal of Applied Psychology, International Journal of Computer Integrated Manufacturing, Journal of Information Technology Management, Journal of Consumer Marketing, Central Business Review, andJournal for the Association of Marketing Educators.