Collective action for market chain innovation in the Andes

The Papa Andina network employs collective action in two novel approaches for fostering market chain innovation. The participatory market chain approach (PMCA) and stakeholder platforms engage small potato producers together with market agents and agricultural service providers in group activities to identify common interests, share market knowledge and develop new business opportunities. These forms of collective action have generated commercial, technological and institutional innovations, and created new market niches for Andean native potatoes grown by poor farmers in remote highland areas. These innovations have benefited small farmers as well as other market chain actors. This paper describes Papa Andina’s experiences with collective action for market chain innovation. It then discusses the implications of these experiences for the understanding of collective action and the policy implications for research and development organizations.     

Matching demand and supply in the agricultural knowledge infrastructure: Experiences with innovation intermediaries

The privatization of agricultural research and extension establishments worldwide has led to the development of a market for services designed to support agricultural innovation. However, due to market and systemic failures, both supply side and demand side parties in this market have experienced constraints in effecting transactions and establishing the necessary relationships to engage in demand-driven innovation processes. To mitigate these constraints, a field of intermediary organizations has emerged to assist agricultural entrepreneurs to articulate demand, forge linkages with those that can provide innovation support services, and manage innovation processes. This article aims to give an overview of the different kinds of the so-called innovation intermediaries that have emerged in The Netherlands and to report on their contributions and the tensions that are being experienced with regard to their functioning. The article concludes with a discussion in which it is argued that the state should play a role as a ‘market facilitator’, by funding such innovation intermediaries.     

Innovation and new product introductions in emerging markets: Strategic recommendations for the Indian market

While radical innovations and growth strategies supporting such innovations may provide the firm with very high returns, there are also considerable risks in devising and implementing such innovations. Apart from the business risks of venturing into new territories and new markets, radical innovations also carry with them the burden of accounting for market and environmental factors that are often not under the control of the firm. The opportunities presented by the emergence of several Asian markets, such as India and China, are particularly appealing for Western countries willing to expand into these markets. However, market characteristics, institutional development, and customer behaviors bring into sharp focus the choice of a specific innovation and new product development strategy for such markets. This paper examines these various strategic issues in the context of India. The paper concludes with strategic recommendations for managers and some propositions for future academic research.     

Product innovation and adoption in market equilibrium: The case of digital cameras

This paper studies the effect of competition on product innovation in the market for digital cameras during the years 1998 to 2001. The analysis is based on a structural dynamic model that is estimated and used to simulate the innovation behavior of firms in counterfactual environments. The model features heterogeneous consumers, who time optimally purchase goods, depending on the expected evolution of the prices and the characteristics of available cameras. On the supply side, firms introduce new camera models and choose their characteristics, accounting for the dynamic value of new products and the optimal dynamic behavior of consumers. The counterfactual simulations imply that an increase in competition in the industry would not have generated better products on average and, depending on the type of competition, would have generated products with lower average quality.     

Making sense of a market information system for superior performance: The roles of organizational responsiveness and innovation strategy

This article conceptualizes the relationships among strategic resources, strategic actions, and consequent performance by incorporating the strategic sense-making perspective into the resource-based view. Specifically, the study suggests that the firm can use both market-driven strategic actions such as organizational responsiveness and market-driving strategic actions such as innovation strategy to make sense of strategic resources such as a market information system. The firm can then translate the strategic resources into a competitive marketing advantage, which leads in turn to superior financial performance. The study tests this framework by surveying 180 manufacturing firms in China. The empirical results support the theoretical framework.     

Beating the odds in the innovation arena: The role of market and technology signals classification and noise

Innovation is a risky business. Notwithstanding the attention in research on the determinants of innovation success, the estimates of the extremely high failure rates (ranging from 40% to 90%) have not come down. As a result, new approaches have to be found to address the issues that prevent organizations from reaching innovation success over a longer period of time. In this study, Signal Detection Theory (SDT) is introduced to show that it may be less important to improve innovation practices in companies, than it is to change the nature of the projects that enter the corporate innovation funnel. In our empirical study of 44 innovation projects in the pharmaceutical and electronics industry, we show that pursuing more noisy signals (uncertain technological and market opportunities) is currently beneficial for innovation success. In general, companies allocate too few resources to noisy innovation opportunities. Interestingly, we find a positive, and not an inverted U-shaped, relationship between noise/signal ratios and innovation success. This indicates that there are almost no companies that take too much risk in the current competitive environment and that many can gain from increasing their noise tolerance. The implications from this study are quite counter-intuitive in a sense that ‘risk’ is not the cause of the innovation problems, but may be a solution.     

The impact of global and local cohesion on innovation in the pharmaceutical industry

In this paper, we examine how the configuration of intraorganizational networks, and in particular, cohesion among members of an organization, influences organizations' innovative output. We argue that the cohesion among R&D scientists could be at a local level or a global level, and that local and global cohesion may have different impacts on firms' innovation performance. We test our hypotheses by examining the structure of the R&D collaboration networks within firms that operated in the pharmaceutical industry between 1981 and 1989, and their innovative outcomes—patents that led to new product launches. We find that local cohesion has a positive impact on the innovative performance of a firm, and global cohesion has a negative impact. Copyright © 2011 John Wiley & Sons, Ltd.     

Using the economics of platforms to understand the broadband-based market formation in the New Zealand Ultra-Fast Broadband Network

The government of New Zealand is currently building a nation-wide fibre-optics network, a project known as the Ultra-Fast Broadband (UFB) initiative. The UFB network will cover 75 percent of New Zealanders over 10 years and will cost NZD $1.5 billion to the New Zealand government. The technical and economic characteristics of the new network will have a deep impact on the current landscape of the telecommunications markets. Institutional arrangements are in place for the development of the New Zealand's UFB: a government-owned agency, Crown Fibre Holdings (CFH); private investors who jointly with CFH own the Local Fibre Companies (LFCs) which will operate the UFB; and Retail Service Providers (RSP) that will provide end-user services by purchasing wholesale services to the LFCs. Relying on a normative economics approach that uses recent advances in the theory of platform-based markets with cross-network effects – also known as theory of two-sided platforms – the paper proposes a novel view of the way markets over the UFB will unfold. On one hand, the theory is used to explain the rationale behind regulatory decisions already made and their effect on the development of UFB-based markets for contents and services. Such analysis is followed, on the other hand, by the introduction of a simple taxonomy for the RSPs which provides the framework to argue about the most likely scenarios for service deployment and competition to develop over the UFB. The analytical framework reveals that the UFB ecosystem will be fraught with cross-network externalities which are the basis for regulatory decisions already adopted and the source of particular forms of strategic behavior adopted by the UFB-based market innovators.     

Long-term sustainability of third-party facilitated market linkages: Evidence from the USDA marketing assistance program in the Armenian dairy industry

Public–private partnerships are increasingly seen as an important tool to build agri-food supply chains and develop markets for agri-food products in emerging economies. However, many of these initiatives fail when the public component of the program ends. One exception is the USDA Market Assistance Program (MAP) that facilitated the redevelopment of the Armenian dairy sector after privatization. This paper presents a case study of this initiative and hypothesize that the USDA MAP facilitated farmer investment in private enforcement capital. This investment resulted in sustainable market relationships between farmers and dairy processors even after the USDA MAP expired. We find empirical evidence to support this hypothesis using a panel dataset collected from 172 Armenian dairy farmers in 2004 and 2009.     

Product innovation,product–market competition and persistent profitability in the U.S. pharmaceutical industry

Increasingly, strategy scholars are exploring the relationships between innovation, competition, and the persistence of superior profits. Sustained high profitability may result when a firm repeatedly introduces valuable innovations that service previously unmet consumer demands. While the returns to the firm from each innovation may erode over time, innovation ensures that, overall, the firm maintains a high performance position. At the same time, sustained high profitability may also accrue to firms that innovate less often, but effectively avoid the competition that otherwise erodes high returns. This paper elaborates these relationships before presenting an empirical analysis of the effects of differential innovative propensities and differential rates of competition on pharmaceutical firms’ abilities to sustain profit outcomes that are above those earned by competing firms. The analysis, which is situated within the U.S. pharmaceutical industry, finds support for the expected relationship between high innovative propensity and sustained superior profitability, but no support for a link between persistence and the ability to avoid competition. Copyright © 1999 John Wiley & Sons, Ltd.     

An assessment of the liberalization and the evolution of competition in the Moroccan mobile market

This paper analyses the liberalization process of the Moroccan mobile market since the beginning of the 21 st century. Our database ranges from 2004 to the end of 2020. First, operators’ market shares are presented and analysed. Second, we build concentration indexes and other indicators of competitiveness. Finally, we conduct an econometric analysis to determine the extent to which regulatory measures, privatization, market structure and the population dimension determine market shares. Overall, we can argue that, although concentration remains high, the market has become more competitive since the liberalization process began. The statistical analysis and the econometric assessment show that the entrance of the third operator made the market more competitive. Indeed, there is evidence that operator companies competed to capture customers from each other during the period under study. These features suggest that mobile operators did not follow anticompetitive practices in order to restrain competition.     

Supplier market orientation and accommodation of the customer in different relationship phases

As customers' needs have changed rapidly, market orientation has become a more primary focus of marketing literature. This study explores the strategies market-oriented suppliers use to accommodate customer needs. In addition, because buyer-seller relationships proceed through phases characterized by distinct behaviors, this study explores the relationship between market orientation and accommodation strategies over the course of the buyer-seller relationship lifecycle. The results show that market-oriented firms use flexibility and relationship-specific adaptation as accommodation strategies. Also, three market orientation components (customer orientation, competitor orientation, and interfunctional coordination) relate differently to flexibility and relationship-specific adaptation during the relationship lifecycle. Finally, accommodation strategies significantly mediate the effects of the three market orientation components on customer satisfaction. Thus, market-oriented firms can satisfy their customers and avoid an overreliance on current relationships by emphasizing either flexibility or relationship-specific adaptations that correspond to the lifecycle of the relationship.     

Reconciling the paradox of supply-side and demand-side strategies in industrial innovation

Abernathy and Utterback [Abernathy, W.J. & Utterback, J.M., (1978). Patterns of industrial innovation. In Burgelman, R.A., Maidique, M.A. and Wheelwright, S.C., Strategic management of technology and innovation: 149-155. McGraw Hill.] argued that successful firms seek a functional product performance strategy in the early stage of industrial innovation and seek a cost reduction strategy in the late stage. However, Adner and Levinthal [Adner, R. & Levinthal, D., (2001). Demand heterogeneity and technology evolution: Implications for product and process. Management Science, 47(5), 611-628.] argued firms enhance functionality or reduce prices to a level that corresponds to consumer willingness to pay in the early stage, and increase performance at a relatively stable product price (i.e. new strategy they claimed) in the late stage. This study reconciles this paradox of choosing strategies using an integrative framework for theory development. Generated from the framework, a numerical indicator of performance/cost ratio directs firm strategy choices in industrial innovation when an environment changes. This study justifies the popular use of performance/cost ratio in practices as primary criteria to predict the winning dominant standard from a value creation perspective and elucidates an evolution of industrial innovations by using a three-year field study.     

The role of market and entrepreneurship orientation and internal control in the new product development activities of Chinese firms

In this study, we build a systemic conceptual model to describe the relationship among firm orientation, internal control systems and new product development, and to test empirically how market and entrepreneurship orientations affect the degree of improvement in new product development through personal control and/or output control in the Chinese transitional economy. Our research findings provide some valuable insights into new product development. Entrepreneurship orientation not only has a direct positive effect on the degree of improvement in new product development, but also indirectly has a positive effect on it through personal control. At the same time, market orientation, through output control, has a negative indirect influence.     

中国区域科技创新效率影响因素及提升路径研究

为了提高区域创新质量、改善区域创新环境、实现区域创新能力的提升,以中国27省为研究对象,构建了包含创新资源要素(知识基础与人力资本)、创新经济要素(地区经济水平与对外开放度)与创新政策要素(政府支持与政府竞争)3个维度、6个条件变量的创新要素群落,应用模糊定性比较分析法,探索了区域科技创新高绩效组态。研究发现：1)区域科技创新高效率路径归结为独立开放型和全面驱动型;2)对外开放、无政府间竞争是实现区域创新高效率的关键要素,区域科技高创新效率一定离不开高对外开放度;3)组态视角下政府支持对实现区域科技创新高效率的作用相对较低。研究成果在一定程度上丰富并扩展了区域科技创新效率的研究情境,对各地区开展区域创新活动具有借鉴意义。     

Across the threshold: Role of performance and compatibility in innovative new products' market penetration

Both academicians and practitioners agree that there exists a critical threshold to cross for an innovative new product to be able to achieve ultimate market penetration. In this article, the authors characterize the threshold as depending upon innovation characteristics: performance and compatibility, in particular. Based on the insights from evolutionary games, several numerical simulations are conducted to investigate how the critical threshold changes as each parameter representing the innovation characteristics undergoes a change. The analysis results confirm that relative advantage and compatibility are of critical influence in impacting the threshold and thus the successful market entry. Moreover, the effect size was different depending on the size of the firm's proprietary customer base. Based on the findings, discussion on new product design strategies for companies having different market positions (i.e., new start-up firms, established firms, and incumbent market leaders) is provided.     

Assessing resources, logistics service capabilities, innovation capabilities and the performance of container shipping services in Taiwan

The purpose of this study is to examine the relationships between resource, logistics service capability, innovation capability and the performance of Taiwanese container shipping service firms based on the resource-based view (RBV). A structural equation modeling (SEM) approach was employed to test the research hypotheses. Results indicated that resource had a significant positive effect on logistics service capabilities and innovation capabilities. In addition, the findings indicated that logistics service capability had a positive effect on the performance of container shipping service firms. However, resource and innovation capability were not found to have significantly positive effects on firms’ performance. Theoretical and managerial implications of the research findings for container shipping service firms are discussed.     

The impact of industry environment on early market entry decisions by B2B managers in the U.S. and Japan

Managers form simplified mental models to cope with market environment uncertainties and to process information. A critical decision is whether to enter a high-potential market early. Large innovation and development investments involved in this decision increase uncertainty. We examine the importance ascribed by U.S. and Japanese managers to competitive forces when making early market entry decisions. We expect that the competitive forces will have different effects on the likelihood of early market entry in the U.S. versus Japan due to cultural and business environment differences, and we thereby develop several propositions. We develop a decision-making exercise simulating early market entry decisions, and tested our propositions with managers in medium to large business-to-business (B2B) firms from both countries. We assessed impacts of the competitive market forces on entry strategy selection via relative weights, repeated-measures analysis of variance, and frequency analysis. Our findings revealed differences in the mental models of Japanese and U.S. managers. Buyer power had a larger effect on the decision to make an early market entry for Japanese managers, while threat of new firm entry had a larger effect for U.S. managers; these findings were consistent with our propositions. We also found several areas of agreement between U.S. and Japanese managers. We conclude with theoretical implications and recommendations to B2B management.     

Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high‐technology industry

This paper investigates the relationship between intercorporate technology alliances and firm performance. It argues that alliances are access relationships, and therefore that the advantages which a focal firm derives from a portfolio of strategic coalitions depend upon the resource profiles of its alliance partners. In particular, large firms and those that possess leading‐edge technological resources are posited to be the most valuable associates. The paper also argues that alliances are both pathways for the exchange of resources and signals that convey social status and recognition. Particularly when one of the firms in an alliance is a young or small organization or, more generally, an organization of equivocal quality, alliances can act as endorsements: they build public confidence in the value of an organization's products and services and thereby facilitate the firm's efforts to attract customers and other corporate partners. The findings from models of sales growth and innovation rates in a large sample of semiconductor producers confirm that organizations with large and innovative alliance partners perform better than otherwise comparable firms that lack such partners. Consistent with the status‐transfer arguments, the findings also demonstrate that young and small firms benefit more from large and innovative strategic alliance partners than do old and large organizations. Copyright © 2000 John Wiley & Sons, Ltd.