Whether to Integrate R&D and Marketing: The Effect of Firm Competence

Integration of research and development (R&D) with marketing remains a frequent topic in the new product development (NPD) literature, largely because it represents a critical antecedent of new product performance (NPP). Two divergent opinions about this integration exist, such that those who contend that firms should pursue high levels of integration in every case provoke criticisms from those who propose that various NPD processes require different levels of integration. This paper proposes that the two perspectives can be reconciled by taking into account the fact that R&D and marketing are integrated mainly to combine critical knowledge (technological and market) that otherwise would be separate to achieve market success. Following Danneels's approach, we investigate how the effect of R&D–marketing integration on performance change across four types of NPD processes: pure exploitation, pure exploration, technological competence exploitation, and market competence exploitation. Data derived from a deep study of 11 NPD projects by five firms, analyzed through qualitative methods, highlight the necessity to vary the level of integration according to the type of competence to be developed during the NPD process. Our analysis suggests two main conclusions. First, the effect of integration depends strictly on the type of competence that the firm uses to develop and launch a new product. Second, integration does not have a unique effect on performance, but it is necessary to distinguish between market performance (e.g., sales and market share) and process performance (e.g., meeting the planned budget and time to market). In some projects, the effect of integration on the two types of performance is diametrically opposite. In particular, we propose that (1) higher performance will be associated with lower integration in pure exploitative projects; (2) in projects that exploit existing market knowledge, higher market performance will be associated with a higher integration, although these projects tend to offer poor process performance regardless of integration level; (3) in projects that exploit technical knowledge, higher performance will be associated with higher integration; and (4) higher integration will be associated with higher market performance but poorer process performance in pure explorative projects.     

股权结构与公司治理绩效实证分析

本文以深、沪两市101家上市公司为样本，分行业竞争环境强弱从股权属性、股权集中度与公司治理绩效的关系进行实证分析，发现行业竞争环境强的上市公司其治理绩效与法人股比例呈三次函数关系，与流通股比例无显著相关关系；行业竞争环境弱的上市公司其治理绩效与国有股比例、法人股比例呈三次函数关系，与流通股比例无显著相关关系；行业竞争环境强的上市公司，股权分散型优于国有控股型，国有控股型优于法人控股型；行业竞争环境弱的上市公司，法人控股型结构优于国有控股型，国有控股型优于股权分散型。最后根据实证分析的结果，提出构建合理股权结构的结论性建议。     

Investment in Design and Firm Performance: The Mediating Role of Design Management*

Design management is an increasingly important concept, research into which is remarkably scarce. Although the literature suggests that design management has an effect on design effectiveness, there is no empirical support for the impact of design management on firm performance. Furthermore, few studies have quantified the contribution that design makes to company performance. The aim of this paper is to analyze the effect of design investment on company performance and how this relationship is mediated by design management skills. Structural equation modeling was used to test the research hypotheses on a data set from the Italian and Spanish ceramic tile industry. Results suggest, first, that design management enhances firm performance. Second, this research also provides empirical evidence that investing in design is positively related to design management. Third, design management plays a significant role in determining the effects of design investment on firm performance. Companies that manage design effectively and efficiently attain better performance than those that do not. Therefore, good design does not emerge by chance or by simply investing in design but rather as the result of a managed process. Additionally, a methodological contribution of the present study lies in the empirical validation of a scale to assess design management skills. Finally, some suggestions are put forward for future lines of research that would complement this study and would go beyond some of its limitations.     

Exploring Robust Design Capabilities,Their Role in Creating Global Products,and Their Relationship to Firm Performance*

With the increasing desire for products suitable for widely varying markets worldwide, this study offers insight into capabilities associated with successful robust design in global product markets. These robust design capabilities (i.e., the possibility for success under varying circumstances or scenarios) are a potential organizational response to rapid change and uncertainty, which also improve the likelihood of product acceptance on a global basis. From literature, executive interviews, and anecdotal evidence, four capabilities associated with robust product design are derived: (1) functional; (2) aesthetic; (3) technological; and (4) quality based. A model is proposed and an empirical test conducted that considers the moderating influence of environmental uncertainty on the relationship between these robust capabilities and firm performance. The findings suggest that the use of robust design capabilities are affected by uncertainty and have an important influence on firm performance and speed to market. Specifically, the product development process tends to be characterized by aesthetic and technological robust design capabilities in more certain environments and functional robust design capabilities in more uncertain environments when seeking to improve firm performance. Alternatively, technological design capabilities in more certain environments and functional design capabilities in more uncertain environments are associated with improved speed to market.     

企业规模与研发投人强度的关系分析——以上海闵行区为例

企业规模与高新技术企业的研发投入强度的关系一直是学术界和实践部门关注的热点问题.本文通过对闵行区高新技术企业研发机构进行研究,发现闵行区高新技术企业研发投入具有集中在国有大型企业及其控股企业的特点,分析其原因以及中小企业研发投入强度不高的原因.最后提出了促进闵行区各类规模企业加强研发投入的对策措施.     

Small Firm Marketing: A Comparison of Eastern and Western Marketing Practices

This article reports on the analysis of 110 published, undisguised stories about Chinese owner-managers in Hong Kong and determines whether Chinese small firms exhibit the same marketing activities and behavior as their Western counterparts. Content analysis suggests that Chinese small firms are production oriented, whereas small American firms are customer oriented. Chinese small firms are also found to have limited marketing expenditure while their owner-managers have limited marketing expertise. The findings also suggest that Chinese small firms do little strategic marketing planning. One possible reason for this may be that Chinese owner-managers apply innovative tactics and change their marketing planning techniques to suit the characteristics of their firms and their particular circumstances. Thus, it is not unusual to find that Chinese small firm marketing can be described as entrepreneurial and their marketing planning activities as unstructured.     

Market Orientation and R&D Effectiveness in High‐Technology Firms: An Empirical Investigation in the Biotechnology Industry*

There seems to be lack of consensus among informed scholars about the importance a of market orientation for high‐technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high‐technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in‐depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow‐up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high‐technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable—R&D effectiveness—which offers a better perspective to understand the impact of market orientation on innovation performance in high‐technology contexts. Second, while part of the current debate on the role of market orientation in high‐tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research.     

An International Investigation of Problem‐Solving Performance in the Semiconductor Industry*

Using a unique survey of engineers in major semiconductor companies located in Japan, South Korea, and the United States, this article analyzes how a firm's human resource (HR) system (i.e., practices that structure work, develop skills, and reward performance) and knowledge system (i.e., information access, sharing and control) are related to the problem‐solving performance of engineers. Because of the short product market life cycles in the semiconductor industry, expeditious problem solving is an important performance goal. Therefore, this article examines the performance of engineers in terms of the time it takes them to solve problems in the context of their firms' HR and knowledge systems. It was anticipated during this study that externally oriented organizational systems, which support individual career performance and mobility (an externally oriented HR system) and the use of private knowledge sources (an externally oriented knowledge system), would be associated with superior performance in terms of problem‐solving speed. The findings support this hypothesis and demonstrate the importance of externally oriented HR systems and at the same time suggest the surprising insignificance of the orientation of the knowledge systems. These findings are applicable to engineers in the sample from the United States, whereas the findings for the Korean and Japanese engineers are inconclusive. International variation is found where the U.S. engineers work under the most externally oriented and the Japanese engineers under the least externally oriented systems, and the Korean engineers fall in between. The findings of this article suggest that when constructing a work environment for new product development, managers should take into account how the underlying components of their organizational systems contribute to an internal or external focus, and how this orientation may influence performance.     

关系营销理论与实践探讨

关系营销把营销活动看成是一个企业与消费者、供应商、分销商、竞争者、政府机构及其他公众互动的过程:本文探讨了关系营销的三个层面、市场模型以及在企业中的应用。     

Doing R&D and/or Importing Technologies: The Critical Importance of Firm Size in Taiwan’s Manufacturing Industries

We analyze the relationship between firm size and innovation inputs in Taiwan. Two inputs are considered: R&D and technology imports. Building on an existing theoretical framework, we test this relationship by estimating bivariate Tobit models in twenty 2-digit industries, using a panel of 27,754 firms observed from 1992 to 1995. We find that, in all industries, R&D intensity and/or technology imports intensity depend strongly on firm size, following an “inverted-U” pattern. Moreover, we find that most industries are only “mildly Schumpeterian”. Finally, our results provide some empirical evidence for complementarity between R&D and technology imports in the innovation process.     

A Longitudinal Study of the Impact of R&D,Patents, and Product Innovation on Firm Performance

Because of increasing levels of competition and decreasing product life cycles, a firm's ability to generate a continuous stream of innovations may be more important than ever in allowing a firm to improve profitability and maintain competitive advantage This paper investigates several issues that are central to an examination of the innovation productivity in a firm. First, the relationship between a firm's commitment to research and development and its innovative outcomes is examined. Two innovative outcomes are analyzed: (1) invention, which focuses on the development of new ideas; and (2) innovation, the development of commercially viable products or services from creative ideas. Invention is measured by the number of patents granted, and innovation is assessed by the number of new product announcements. Second, because many inventions ultimately result in marketable innovations and because patents may provide protection for new products, the relationship between patents and product announcements is also investigated. Finally, the ability of a firm to benefit from its inventions and innovations is studied by examining their separate effects on firm performance, measured as return on assets (ROA) and sales growth. Drawing from a sample of 272 firms in 35 industries over 19 years, the results from a model of simultaneous equations provided support for some of the hypotheses, but several other surprising findings were found. As expected, R&D spending was positively related to patents. This finding is consistent with others who argue that internal research capabilities, particularly those with a strong basic research component, is key to enabling a firm to generate creative outputs. More surprising was the finding of increasing returns to scale to R&D spending. While this contradicts much of the existing research, it is consistent with economic arguments for the advantages of scale in innovation. Also interesting is the finding that, while a significant curvilinear relationship exists between R&D spending and product announcements, it is not the predicted inverse‐U but instead a U‐shaped relationship. Consistent with previous work, product announcements were found to be positively related to both performance measures. A negative relationship was found between patents and both ROA and sales growth. While these findings were unexpected, they are intriguing and call into question the value of patents as protection mechanisms. In addition, these results may be resulting from the rise of strategic patenting, where an increasing number of firms are using patents as strategic weapons. As expected, a positive relationship was found between patents and new product announcements.     

R&D Cooperation,Partner Diversity,and Innovation Performance: An Empirical Analysis

Existing literature on research and development (R&D) alliances focuses on formation motives and performance impacts of these alliances but hardly on diversity of the partners' portfolio. Cooperation with a diverse set of partners leads to learning opportunities with regard to both cooperation and innovation skills and hence is expected to enhance the firm's innovation performance. This paper examines two research questions: (1) the impact of functional and geographical diversity of R&D partners on radical and incremental innovation performance of product innovating firms, and (2) the organizational determinants of partner diversity in R&D alliances. The empirical analysis is based on data from the Dutch Community Innovation Survey, R&D and Information and Communication Technology Surveys, and Production Statistics, which lead to a representative sample of 12,811 innovating firms in the period 1994–2006. Through random‐effects panel Tobit estimates, econometric models for both research questions are estimated. The results indicate that functional and geographical diversity act through different channels. Functional diversity leads to a variety of knowledge intake and synergetic effects necessary to develop and commercialize novel products. Geographical diversity results in successful adaption of existing products to different local requirements such as technical standards, market regulations, and customer preferences. The organizational determinants of both kinds of partner diversity are prior experience, patenting, and information technology infrastructure.     

The Role of Information Technologies in Enhancing R&D–Marketing Integration: An Empirical Investigation

The effective integration of research and development (R&D) and marketing contributes to the development of successful new products. Barriers such as physical separation of R&D and marketing, goal incongruity, and cultural differences hamper the cross‐functional cooperation. However, it may not be either possible or desirable to eliminate the cross‐functional integration barriers in practice. Previous research findings suggest that information technology (IT) can be used to reduce the negative impact of the barriers. This paper examines the moderating role of communication technologies (ITc) and decision‐aiding technologies (ITd) in improving the R&D–marketing integration in new product development. The empirical findings from analyzing data on 171 new product development projects suggest that both IT systems can be used to reduce the negative impact of physical separation, goal incongruity, and cultural differences on R&D–marketing integration. However, effectiveness of the two types of IT differs. While IT_c appears to be more effective than IT_d in overcoming the constraint of physical separation, IT_d is more effective than IT_c in reducing the negative impact of goal incongruity and cultural differences. IT_c is found to have the strongest effect on reducing the negative relationship of physical separation and integration, a less strong effect on cultural differences, and a weak effect on goal incongruity. Conversely, IT_d is found to have a strong effect on goal incongruity. These empirical findings provide guidelines for project managers using a specific IT to address a specific integration barrier. If the major barrier is physical separation, IT_c is the best solution. On the other hand, if the major barrier is goal incongruity, IT_d is the best solution. In addition, it is important for management to note that IT requires more than simply installing computer hardware and software. In addition to investing in those “hard” improvements, project managers should strive to create a supportive “soft” environment by consistently improving members' IT experiences and familiarity. In the process of the continuous development of IT, state‐of‐the‐art technologies should be introduced in a timely manner and be made accessible to all team members. Finally, project managers should frequently observe their industry peers' IT usage to keep up with advances.     

Entrepreneurial Orientation and Firm Performance: Drawing Attention to the Senior Team

Prior studies have argued entrepreneurial orientation (EO) plays an important role in explaining firm performance. This study aims to assess how senior team attributes moderate the relationship between EO and firm performance. For this purpose, an attention‐based perspective is adopted, focusing on attention scope as well as distributed and situated attention. By considering the role of senior team heterogeneity in broadening the attention scope of senior teams and the role of senior team shared vision in aligning distributed attention across organizational functions, this research investigates how senior teams may enhance the value‐creating potential of EO. In addition, we assess situated attention by including the notion of environmental dynamism and examining whether the role of the senior team attributes is contingent upon environmental conditions. Using a time‐lagged sample of 346 firms operating in various industries, we find that senior team heterogeneity helps firms to leverage their EO and improve their performance. Moreover, once environmental conditions are taken into account, results indicate that the absence of heterogeneity at senior team level may be particularly detrimental for firms operating in stable environments. The direct moderating effect of shared vision on the relationship between EO and performance is not substantiated. However, senior team shared vision has a positive impact for firms operating in dynamic environments, providing a premium for firms aiming to realize the inherent value of EO. Our research provides important implications for senior teams aiming to leverage their EO into increased firm performance. Evidence shows that while a heterogeneous team composition and senior team shared vision may provide several benefits, these advantages may fluctuate across environmental conditions.     

An Exploratory Investigation of NPD Practices in Nonprofit Organizations*

Studies of practices in new product and service development have focused predominantly on for‐profit organizations, whereas attention to the nonprofit sector has been minimal. Such attention is needed given that nonprofit organizations are unique in their structures and are growing with regards to impact on the world economy and society in general. Moreover, such disparate attention suggests a void in this discipline's understanding of new product development (NPD) practices of nonprofit organizations. Two particular research questions are posed: (1) To what extent are the practices of for‐profit organizations employed in nonprofit organizations? (2) How do the practices of nonprofits compare to those of for‐profit organizations? In the course of answering these questions, the present study reviewed literature and the Product Development and Management Association (PDMA) certification work. The study subsequently identified six dimensions of successful NPD efforts: strategy, portfolio management, process, market research, people, and metrics and performance measurement. These dimensions were applied via an in‐depth case‐study methodology to six large, U.S. nonprofit organizations: American Association of Retired Persons (AARP), American Cancer Society, American Heart Association, American Red Cross, Boys and Girls Club of America, and Goodwill Industries. The dimensions assisted in categorizing and analyzing the responses of 40 respondents across the six organizations. Results show that some NPD practices of large nonprofit organizations are similar to for‐profit organizations, but other practices are more distinctive and related to the nature of nonprofit organizations. Large nonprofit organizations tend to be very good at articulating their mission, embedding it throughout, and using it to drive programs and activities. These organizations tend to view product development as a tactical endeavor versus a strategic one and do not engage in portfolio management practices for their new programs. Instead, broad criteria such as fit with mission, funding availability, and presence of a champion are used for evaluating programs. The NPD process tends to be informal with little structure, and individual departments and local chapters tend to undertake their own NPD initiatives and have their own process for doing so. Nonprofits place a heavy emphasis on ideation and less emphasis on other activities such as concept development and testing, project evaluation, and business analysis. Pilot testing is the most used type of market research. These results suggest that NPD processes within large nonprofit organizations share some of the same weaknesses as those of for‐profit organizations, with NPD metrics being a particularly weak area. The NPD practices of nonprofits also have some unique characteristics that include the following: a heavy emphasis on the mission, a desire for flexibility, strong influence of external sponsors, and difficulty in assessing long‐term program success. Management of nonprofit NPD and directions for future research are discussed.     

Perspective: The Emergence of Product Design as a Field of Marketing Inquiry*

The authors present findings from an analysis of articles related to product design published in eight leading journals important to marketing thought. Based on this analysis, which covers the fourteen‐year period 1995–2008, the authors propose a conceptual model of product design and offer definitions for (a) product design and (b) the product design process. In addition, the authors provide insights into the nature of product design research during this time period, including analyses of publication trends and the relationship of product design research to related marketing topics. The essay concludes with suggestions for future research on product design.     

The Immediate Impact of New Product Introductions on Stock Price: The Role of Firm Resources and Size*

New product development and introduction is an ongoing important issue to facilitate a firm's success. To demonstrate the financial impact of new product introductions and the supporting role of firm resources and organizational structure, the authors collected 409 new product announcements from 1990 to 1998 and used event methodology and regression models in this research. Building on resources and capabilities perspectives, the present study argues that firm resources with emphases on research and development (R&D) are imperative to materialize new product concepts. However, the research revealed that R&D resources have dual effects on immediate shareholder value (i.e., abnormal stock returns). On one hand, when the firm commits only lower to moderate levels of R&D, investors would have perceived such R&D as expenditures reducing the firm's profit margin and thereby negatively evaluate R&D resources. Nevertheless, when the firm has dedicated its resources to R&D significant enough to signal investors its potential benefits can outweigh its costs, it generates positive shareholder value. Further, the study found that investors honor positive marketing resources that are critical to promote and launch new products to customers. Apart from resources perspectives, according to the organizational structure literature, firm size reflects the layers of bureaucracy within an organization. The research found a negative effect on shareholder value, indicating that investors evaluate more optimistically smaller firms that are likely to be more innovative and entrepreneurial resulted in more breakthrough products. In conclusion, this study provides value to practitioners in understanding the impact of firm size and, more importantly, to what extent they dedicate their resources in R&D and marketing to generate different performance outcomes.     

Linking Product Development Outcomes to Market Valuation of the Firm: The Case of the U.S. Pharmaceutical Industry*

The purpose of this research was to examine empirically the effects of new product development outcomes on overall firm performance. To do so, first product development and finance literature were connected to develop three testable hypotheses. Next, an event study was conducted in order to explore whether the changes in the stock market valuation of firms are influenced by the outcomes of efforts to develop new products. The pharmaceutical industry was chosen as the empirical context for the present study's analysis largely because the gate‐keeping role played by the Food and Drug Administration (FDA) provides a specific event date on which to focus the event study methodology. As such, this study's events were dates of public announcements of the FDA decisions to approve or to reject the New Drug Applications submitted by the sponsoring firms. Consistent with the efficient market hypothesis, this study's results show that market valuations are responsive strongly and cleanly to the success or failure of new product development efforts. Hence, one of this study's key results suggests that financial markets may be attuned sharply to product development outcomes in publicly traded firms. This study also finds that financial market losses from product development failures were much larger in magnitude than financial market gains from product development successes—indicating an asymmetry in the response of financial markets to the success and failure of new product development efforts. Hence, another implication of this study's results is that managers should factor in a substantial risk premium when considering substantial new development projects. The present study's results also imply that managers should refrain from hyping new products and perhaps even should restrain the enthusiasm that the financial community may build before the product fully is developed. The effect on firm value is severe when expectations about an anticipated new product are not fulfilled. Managers in effect should take care to build reasonable and realistic expectations about potential new products.     

The antecedents and consequence of functional and dysfunctional conflict between Marketing Managers and Sales Managers

Focusing on the working relationship between Marketing Managers and Sales Managers, our study examines two dimensions of interpersonal conflict: dysfunctional conflict and functional conflict. Drawing on relevant theory, we include three communication variables - frequency, bidirectionality, and quality - as antecedents in our structural model. Using these explanatory variables we predict the two conflict dimensions, and in turn, use these same three communication variables, and the two conflict dimensions to predict our ultimate endogenous variable — perceived relationship effectiveness. Overall, our model has high explanatory power, and we find support for nine of the thirteen hypotheses. More specifically, two of the three communication variables - communication quality and bidirectionality - significantly impact on both forms of conflict, and relationship effectiveness, though communication frequency only influenced the quality of communication between the Marketing Managers and the Sales Managers. In addition, the variables in our model better predict the levels of functional conflict in the Marketing/Sales relationship than dysfunctional conflict. Finally, an important new finding in this research is that the overall level of dysfunctional conflict between these two functional managers is relatively low, while functional conflict is high.