排序方式: 共有2条查询结果,搜索用时 15 毫秒
1
1.
Alexander Weeth Jana-Kristin Prigge Christian Homburg 《Journal of Product Innovation Management》2020,37(1):48-73
The debate over whether and how thought worlds of different departments (especially marketing and research and development [R&D]) affect managers' decision-making behavior in new product development (NPD) is ongoing. A key challenge of these decisions is to deal with deteriorating NPD projects, which are often subject to escalation of commitment (EoC), with many firms wasting billions of dollars by throwing good money after bad NPD projects. However, understanding departmental thought worlds and their role for EoC in NPD could help firms stop this profusion. Thus, this research provides answers to the question of how thought worlds affect managers' tendency toward EoC in NPD decision-making—both in general and under certain project characteristics. To do so, we conducted four studies based on real-life scenarios with 460 highly experienced NPD managers from marketing and R&D, thus ensuring high validity and reliability. Our research is the first to explore the impact of thought worlds on EoC, thereby detecting that the importance of managers' thought worlds for shaping EoC varies with the NPD project's characteristics. Thus, depending on the specific project situation, different types of managers may be more or less capable of making proper NPD decisions. Moreover, results show that belief updating serves as a respective key mediator. Doing so enriches the theory by showing that managers' thought worlds can substantially influence a major mechanism (i.e., belief updating) of coping with cognitive dissonance. Finally, post hoc tests reveal departmental differences in EoC behavior between marketing and R&D that vary with a project's characteristics. These results imply that firms need to carefully consider who is in charge of making decisions on NPD project continuance in different project situations. 相似文献
2.
Christian Homburg Andreas Fürst Jana-Kristin Prigge 《Journal of the Academy of Marketing Science》2010,38(5):531-549
Regardless of the apparent need for product eliminations, many managers hesitate to act as they fear deleterious effects on
customer satisfaction and loyalty. Other managers do carry out product eliminations, but often fail to consider the consequences
for customers and business relationships. Given the relevance and problems of product eliminations, research on this topic
in general and on the consequences for customers and business relationships in particular is surprisingly scarce. Therefore,
this empirical study explores how and to what extent the elimination of a product negatively affects customers and business
relationships. Results indicate that eliminating a product may result in severe economic and psychological costs to customers,
thereby seriously decreasing customer satisfaction and loyalty. This paper also shows that these costs are not exogenous in
nature. Instead, depending on the characteristics of the eliminated product these costs are found to be more or less strongly
driven by a company’s behavior when implementing the elimination at the customer interface. 相似文献
1