Extending Lead‐User Theory: Antecedents and Consequences of Consumers' Lead Userness*

Lead users are found to come up with commercially attractive user innovations and have been shown to be a highly promising source of innovation for new product development tasks. According to lead‐user theory, these users are defined as being ahead of an important market trend and experiencing high benefits from innovating. The present article extends lead‐user theory by exploring the antecedents and consequences of consumers' lead userness in the course of three studies on extreme sports communities. Regarding antecedents, it uncovers that field‐related variables (consumer knowledge and use experience) as well as field‐independent personality variables (locus of control and innovativeness) help explain an individual's lead userness. These variables might therefore be used as a proxy to identify the rare species of lead users. With regard to consequences, it uncovers that lead users demonstrate innovative behavior not only by creating new product ideas but also by adopting new commercial products more heavily and faster than ordinary users. This highlights the idea that lead users might not only be valuable to idea‐generation processes for radically new concepts; instead, they might also be relevant to more general issues in the marketing of new products.     

Antecedents and consequences of corporate governance reform: the case of Germany

The paper examines the antecedents and consequences of the voluntary adoption of corporate governance reform in firms embedded in a relationship‐based governance system with less protection of minority shareholders. In such locations, ownership structure should be a key determinant of governance reform. Firms with dispersed ownership are likely to face agency problems but may lack sufficient ownership power in the hand of external owners for adoption to occur. Extensive ownership by external parties facilitates adoption but decreases the need and motivation to adopt governance reform. We examined the adoption of stock‐based incentive plans and transparent accounting regulations (e.g., greater disclosure to shareholders) among large German firms (DAX 100) during the late 1990s. We found an inverse ‘U’‐shaped relationship between ownership concentration and governance reform. In addition, we found that firms adopting governance reform were more likely to engage in corporate divestitures and achieve higher levels of market performance than firms not adopting governance reform. Copyright © 2003 John Wiley & Sons, Ltd.     

New Product Portfolio Management Decisions: Antecedents and Consequences

This research employs organizational information processing theory to propose and examine the antecedents and consequences of new product portfolio management (NPPM) decisions. Understanding NPPM decisions is an important research area because these decisions affect firm profitability but are difficult to make because of limited reliable information. Recent survey results of Product Development and Management Association members and other NPPM professionals suggest nearly half of initial new product ideas are chosen to advance through the new product development (NPD) pipeline via informal processes. Thus, managers wield considerable influence in NPPM. Yet only limited research quantitatively examines how NPPM decisions impact performance and the role of manager dispositions. Using as the research context a marketing simulation exercise conducted with mid‐level managers, this research reveals important insights into the impact of the three NPPM dimensions—value maximization, balance, and strategic fit—on NPD and firm performance. The analysis suggests a critical role for the NPPM dimension of balance as it is the single dimension impacting performance. However, value maximization is relevant as a criterion for competing because, overall, managers see this dimension as important. At the same time, managers are cautioned in their use of strategic fit as it appears this dimension may constrain innovative choices. Furthermore, three manager dispositions proposed from organizational information processing theory—directive leadership style, need for cognition, and risk perceptions—all influence NPPM dimensions. Managers are recommended to consider the personality traits of managers involved in NPPM decisions to ensure thorough consideration of all dimensions.     

Antecedents and consequence of organizational unlearning: Evidence from China

Radical innovation has significant impact on organizations. To develop radical innovation, firms need to change or discard their obsolete routines, beliefs, and knowledge, since radical innovation represents a clear departure from existing practices. Based on the organizational unlearning literature and contingency theory, the authors explore three issues: (1) the relationship between organizational unlearning and radical innovation; (2) two antecedents to organizational unlearning (environmental turbulence and entrepreneurial orientation); and (3) how firm size moderates the relationships between the antecedents and organizational unlearning. Survey data from 238 manufacturing firms in China indicated that both environmental turbulence and entrepreneurial orientation (EO) are positively related to organizational unlearning. Firm size plays a dual role, weakening the positive environmental turbulence−organizational unlearning relationship while strengthening the positive EO − organizational unlearning relationship. Further, organizational unlearning is found to be a critical driver of radical innovation.     

Sales management control level and competencies: Antecedents and consequences

The pursuit of superior salesperson performance and higher levels of sales organization effectiveness is a growing management priority. Management control is an important antecedent to several aspects of salesperson performance and organizational effectiveness. However, prior research has neglected two important issues. First, the impact of market orientation on sales manager control approaches has not been previously considered. Second, sales manager competencies in behavior-based control have not been examined, as research has focused on the level and form of control. Market orientation and the critical sales skills required of salespeople have strong antecedent relationships with sales manager control. Also, sales manager control competencies play a significant role in shaping salesperson performance, and the impact of control competencies is larger than control level. Sales manager control competencies play an important mediating role between sales manager control level and salesperson performance and sales organization effectiveness. Our findings are based on a study of British companies in which five hundred sales managers were sent surveys and 300 usable responses (a response rate of 60%) were returned. Three important implications derived from this study include: (1) sales managers need to translate market orientation into sales force behaviors; (2) control strategy should be aligned with sales force priorities; and (3) time and resources should be invested in training sales managers.     

基于博弈理论的设计施工联合体行为分析

运用博弈理论及信息经济学,分析了设计施工联合体各主体间的行为动机及相互间影响,结合广州新光快速路工程实践总结了设计施工联合体所取得的经验和启示,为完善设计施工联合体总承包模式提供依据和参考。     

When Research Meets Development: Antecedents and Implications of Transfer Speed

This paper focuses on the organization of new product development in large, R&D‐intensive firms. In these firms, research and development activities are often separated. Research is conducted in dedicated research projects at specialized research labs. Once research results are achieved by research projects, they are transferred to business units for further development and commercialization. We investigate the speed whereby research projects transfer their first research results to business units (hereafter: transfer speed). In particular, we analyze the antecedents and performance implications of transfer speed. Based on data of 503 research projects from a European R&D intensive manufacturing firm, our results suggest that a fast transfer speed (as measured by the time it takes for a research project to develop and transfer its first research result to business units) is associated with a better research performance (as measured by the total number of transfers the research project generates). Moreover, we find that different types of external R&D partners—science‐based and market‐based partners—play distinct roles in speeding up project first research transfers. While market‐based partnerships (i.e., customers and suppliers) generally contribute to a faster transfer of first research results, science‐based partnerships (i.e., universities and research institutions) only speed up first research transfers of technologically very complex projects. Our results also show that early patent filings by research projects accelerate first research transfers.     

Antecedents and consequences of logistics value: And empirical investigation in the Spanish market

In business practice and the academic study of logistics, the incorporation of concepts such as quality followed by value has been truly revolutionary. In addition, the use of information and communication technologies (ICT) has substantially modified the way inter-company relationships are managed. This has meant that logistics is no longer considered a routine, merely operational activity but a strategic variable which is a deciding factor in achieving customer satisfaction. There are, however, still a large number of companies which continue to ignore the differentiating potential of logistics and consider it to be a routine activity. Our contribution comes within the framework of this new perspective which is analysed on the basis of an emerging concept: logistics value. The objective of this study is to contribute to the knowledge on what logistics value consists of and how it is formed, in business to business (B2B) relationships in particular. On the basis of a theoretical framework obtained from the literature review of perceived value from a trade-off perspective, we carry out an empirical analysis to determine the antecedents and consequences of logistics value. Our results, through SEM analysis show that ICT, the benefits derived from supplier-customer relationship, logistics service quality and the sacrifices associated to logistics service delivery in terms of costs, contribute to creating logistics value which is the antecedent to the classic satisfaction-loyalty chain.     

Building a Measurement Model for Market Visioning Competence and Its Proposed Antecedents: Organizational Encouragement of Divergent Thinking,Divergent Thinking Attitudes,and Ideational Behavior

The overall question that this research seeks to answer is the following: Are there individual and/or organizational resources related to “divergent thinking” that enhance or inhibit the firm's market visioning competence in the case of radical innovation? In order to answer this question, in this paper, the key focus is on the realm of potential divergent thinking‐related resources that the firm may possess and access to aid in the creation and development of an effective market visioning competence. In particular, individual‐level factors related to divergent thinking capabilities and, at the organizational level, encouragement of such capabilities, are investigated. Specifically, we propose that two organizational‐level factors related to organizational encouragement of divergent thinking (“encouraging ideas” and “encouraging diversity”), two individual‐level divergent thinking attitudes factors (“openness” and “ability to move from divergent thinking to convergent thinking efficiently and effectively”), one individual‐level ideational behavior factor (“ability to generate new ideas”), and a further individual cognitive factor (“need for cognition”) have direct impacts on market visioning competence. Scales are then developed and tested for measuring these potential antecedents, and they are included in a measurement model with market visioning competence to enable further research.     

创业导向:前沿理论发展及其实证应用研究

作为当前创业管理研究的前沿领域,本文对创业导向理论进行了系统性综述.(1)分析了创业导向理论的产生背景与历史发展脉络;(2)阐述了创业导向的结构、内涵和测量维度;(3)对国外相关的创业导向实证论文进行了评介,全面梳理了创业导向与企业绩效间关系的实证研究.本文不但深化了对创业导向理论的综合理解,也为国内学者进一步拓展创业导向理论的实证应用提供了文献基础.     

Antecedents and consequences of relationship intention: Implications for transaction and relationship marketing

The terms relationship marketing (RM) and loyalty have been extensively promoted in marketing literature. Advocates of RM and loyalty have argued that RM leads to loyalty and loyalty leads to profitability. However, currently available evidence questions these arguments. We propose a term relationship intention. Relationship intention is willingness of a customer to develop a relationship with a firm while buying a product or a service attributed to a firm, a brand, and a channel. We build a multi-item scale for measuring relationship intention. We propose a framework, wherein we argue that the relationship intention is influenced by the customers' perceived firm equity, perceived brand equity, and perceived channel equity. We propose the consequences of relationship intention as being low cost to serve, price premium, word-of-mouth promotion, and company advertisement. We also argue that relationship intention moderates the association between lifetime duration and profitability. Finally, we discuss the managerial implications of relationship intention in terms of transaction and RM.     

Planned Flexibility: Linking Anticipation and Reaction in Product Development Projects

The early phases of a product development project (i.e., concept generation and product planning) are commonly acknowledged to play a central role in the success of product innovation. Early decisions are unlikely to be changed during downstream phases, unless high costs and time are experienced. They have therefore the highest influence on project performance. However, early analysis and problem solving is also a difficult task, because the necessary information and insights are not available until one gets into detailed design. Most companies are locked in this dilemma between anticipation (i.e., anticipating decisions in the early phases of product development, where influence on performance is substantial) and reaction (i.e., delaying decisions to downstream phases, where information and opportunities are manifest). This article investigates early development practices in 18 Italian and Swedish companies, operating in the vehicle, helicopter, and white-goods industries. It shows that neither anticipation nor reaction may be considered a best practice in absolute terms. Rather, it identifies four possible approaches to manage the early phases (detailed, selective, comprehensive, and postponed), where anticipation and reaction have different balances. In addition, the article shows how anticipation and reaction are not contradictory or mutually exclusive, but strongly interact with each other through a mechanism that we call planned flexibility, i.e., the capability to build flexibility into the development process due to decisions taken early in the project.     

Antecedents to and outcomes of reverse logistics metrics

Business to business reverse logistics processes are shaped in large part by a firm's strategy to meet regulatory (e.g. waste electrical and electronic equipment directive) and certification (e.g. ISO 14000) requirements. Firms adopt both recommended and internally developed reverse logistics metrics in order to monitor the performance of these processes along the entire value chain, and especially amongst both buyer and supplier marketing interactions. Unfortunately, literature regarding antecedents to and outcomes of reverse logistics metric development is scarce, leaving industrial marketing professionals with limited guidance as to how to establish and gain value from a sophisticated metric program. This study uses goal-setting theory and the knowledge-based view to conceptualize a model that examines transactions from the perspective of both the supplier (inbound reverse logistics) and customer (outbound reverse logistics) in a business to business context. This granular view reveals how actors occupying different supply chain positions manage collaborative marketing processes such as reverse logistics. Survey data were gathered from organizations affiliated with the United States Department of Defense supply chain and hypotheses were tested using partial least squares structural equation modeling. The results corroborate the assertion that information support capabilities and stated goals are antecedents to establishing metrics; however, the study uncovers outcome disparities between inbound and outbound reverse logistics processes. As the roles of both suppliers and customers in complying with take-back regulation continue to grow, the findings of this study provide marketing professionals and scholars with important insights regarding the use of reverse logistics metrics.     

Antecedents and consequences of CRM technology acceptance in the sales force

Two conceptual approaches [Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13 (3), 319-340; DeLone, W. H., & McLean, E. R. (1992). Information systems success: The quest for the dependent variable. Information Systems Research, 3 (1), 60-95] are unified into a conceptual model that offers a comprehensive explanation of CRM acceptance antecedents and consequences in a sales force setting. Based upon responses from 240 salespersons that utilize a CRM system, the model is tested and explanations are offered for the system's acceptance. Specifically, the most prevailing influence on CRM acceptance comes from CRM perceived usefulness, followed by the setting of accurate expectations regarding system usage, the salesperson innovativeness towards new technological tools, the CRM perceived ease-of-use, and the supervisor encouragement and support. Surprisingly, the model does not adequately explicate salesperson performance. Sales managers are presented with a discussion and implications of the findings.     

Antecedents of open innovation at the project level: empirical analysis of Korean firms

The concept of open innovation has recently gained wide academic attention, as it seems to have significant impact for company performance. Most empirical investigations about this emerging concept have been case studies of successful early adopters of open innovation, and their analyses have largely been at the company level. Although case studies at that level provide meaningful implications, the new phenomena merit a more in‐depth examination: that is, we need to collect and analyze data on multiple companies to explore more systematic findings about open innovations across companies. Moreover, analyses may need to go down to the individual project rather than the whole company level because innovation activities are often conducted as part of research and development (R&D) projects. To meet these needs, this study examines companies' open innovation efforts at the level of the individual R&D project. Specifically, the present study focuses on project‐level openness to better understand the mechanisms of open innovation. It explores systematic relationships between various antecedent factors and the degree of openness. Project‐level openness could be affected by team and task characteristics, such as team size, learning distance, strategic importance, technology and market uncertainty, and relevance to the main business. Relevant data collected from 303 companies in Korea were used to identify the antecedents that affect inbound and outbound openness. The research findings are expected to help provide a concrete theoretical framework suited for more generalized application and further practical development of open innovation strategy.     

Marketing capabilities: Antecedents and implications for B2B SME performance

The study provides a new perspective on SME marketing strategies in the B2B context. Using a resource-based view of the firm, the study develops a structural model linking marketing capabilities and marketing performance. A study of 367 SME Australian firms reveals that two key marketing capabilities, namely branding and innovation, have major performance outcomes in the SME B2B context. This is the first SME study to evaluate concurrently the contribution of innovation and branding marketing capabilities, with innovation capability the strongest determinant of SME performance. The study also finds market orientation and management capability act as enabling mechanisms for building marketing capabilities. Disaggregation tests indicate that the same findings apply to three size categories denoting micro firms (less than 20 staff), small firms (20-99 staff) and medium-sized firms (100-499 staff).     

Antecedents and consequences of commitment in marketing research services: The client's perspective

Commitment is one of the most frequently studied variables in business-to-business relationships and several researchers propose it is the main antecedent of customer loyalty. However, while marketing relationships researchers agree on the importance of the construct, differences remain in its conceptualization and operationalization. This study examines commitment from the customer's perspective, consisting of three components: calculative, affective and normative. Relationships were tested between the three dimensions of commitment and social bonds, trust and satisfaction in the context of professional business services providers and their clients. The results of the model that was tested in Central and Eastern European companies show that affective commitment is the only one of the three components that significantly influences customer loyalty. Trust and social bonds have no significant relation either to normative or to calculative commitment while a relation of overall satisfaction with normative and calculative commitment is negative. The theoretical and managerial implications for the model to assist in the development of appropriate strategies to achieve affective commitment and loyalty in business relationships are discussed.     

Procedural Justice Climate in New Product Development Teams: Antecedents and Consequences

With the increasing interest in the concept of justice in the group behavior literature, the procedural justice (PJ) climate attracts many researchers and practitioners from different fields. Nevertheless, the PJ climate is rarely addressed in the new product development (NPD) project team literature. Specifically, the technology and innovation management (TIM) literature provides little about what the PJ climate is, its nature and benefits, and how it works in NPD project teams. Also, few studies investigate the antecedents and consequences of the PJ climate in NPD teams enhancing the understanding of this concept from a practical perspective. This paper discusses the PJ climate theory in a NPD team context and empirically demonstrates how team members' positive collective perceptions of a PJ climate can be developed and how a PJ climate influences a project's performance in NPD teams. In particular, team culture values including employee orientation, customer orientation, systematic management control, innovativeness, and social responsibility were investigated as antecedents, and team learning, speed to market, and market success of new products were studied as outcomes of PJ climate in this paper. By studying 83 NPD project teams it was found on the basis of using partial least squares (PLS) method that (1) the level of employee, customer and innovativeness orientation as well as systematic management control during the project had a positive impact on developing a PJ climate in an NPD team; (2) a PJ climate positively affects team learning and product development time (i.e., speed to market); and (3) team learning and speed to market mediate the relations between the PJ climate and new product success (NPS). Based on the findings, this paper suggests that managers should enhance the PJ climate and team culture in the project team to enhance team learning and to develop products faster. In particular, managers should (1) open a discussion forum among people and create a dialogue for people who disagree with the other project team members rather than dictating or emposing others ideas to them, (2) facilitate information searching and collecting mechanisms to make decisions effectively and to clarify uncertainties, and (3) allow team members to challange project‐related ideas and decisions and modify them with consensus. Also, to enhance the PJ climate during the project, managers should (1) respect and listen to all team members' ideas and try to understand why they are sometimes in opposition, (2) define team members' task boundaries and clarify project norms and project goals, and (3) set knowledge‐questioning values by facilitating team members to try out new ideas and seek out new ways to do things.