An Investigation on the Role of Disruptive Technology Adoption on New Product Market Performance and Launch Timeliness

2016 ◽  
pp. 523-524 ◽  
Author(s):  
Michael Obal ◽  
Sajna Ibrahim
Keyword(s):  
Technology Adoption ◽  
Market Performance ◽  
Product Market ◽  
New Product ◽  
Disruptive Technology

A Cross-Team Framework of International Knowledge Acquisition on New Product Development Capabilities and New Product Market Performance

2005 ◽  
Vol 13 (3) ◽  
pp. 54-78 ◽  
Author(s):  
Janet Y. Murray ◽  
Mike C.H. Chao
Keyword(s):  
Competitive Advantage ◽  
Knowledge Acquisition ◽  
Multinational Corporations ◽  
New Product Development ◽  
Market Performance ◽  
Product Market ◽  
New Product ◽  
Product Introduction ◽  
Knowledge Resources ◽  
International Knowledge

Rapid new product developments (NPDs) have drastically changed the competitive landscape in the global economy. Because the time-to-market dimension of product introduction has become a crucial determinant of multinational corporations’ (MNCs’) competitive advantage, the ability of MNCs to exploit their knowledge globally across subsidiaries using cross-teams has become an important source of competitive advantage. Recognizing the crucial role of MNCs’ knowledge management in NPD, the authors develop a conceptual framework to investigate the antecedents and outcomes of international knowledge acquisition at the cross-team level. The framework suggests that though it is important to acquire necessary knowledge resources for NPD, managers must nurture an NPD project team's realized absorptive capacity to transform the acquired knowledge resources into NPD capabilities, which in turn affect new product market performance.

Online Forum Discussion-Based Forecasting of New Product Market Performance

Marketing ZFP ◽  
2011 ◽  
Vol 33 (3) ◽  
pp. 221-234 ◽  
Author(s):  
Hans Mühlbacher ◽  
Johann Füller ◽  
Lorraine Huber
Keyword(s):  
Market Performance ◽  
Product Market ◽  
New Product ◽  
Online Forum

New Product Market Success for Bio-Tech Industry

2014 ◽  
Vol 543-547 ◽  
pp. 4634-4637
Author(s):  
Chao Yu
Keyword(s):  
New Product Development ◽  
Structural Equation ◽  
Product Market ◽  
New Product ◽  
Product Performance ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Organizational Integration ◽  
Market Success

The role of organizational integration as an antecedent of new product performance has been extensively documented in the literature. A leading corporation must either develop new successful products to sustain its business competence or keep growing in global markets. Organizational integration has attracted ever-increasing interest because of the publication of seminal works and is a strategically valuable resource for successful new product development (NPD). This article focuses on NPD projects in the Taiwanese bio-tech industry. In particular, this study examines the mediate relationship between Organizational integration and new product market success through innovation capability. We propose our research model and then test it by applying structural equation modeling based on the partial least squares (PLS) methodology. The results show that organizational integration not only can achieve new product market success directly but can also increase new product market success through innovation capability.

BALANCING THE DUAL ROLE OF DISRUPTOR AND DISRUPTEE

2013 ◽  
Vol 17 (04) ◽  
pp. 1350017 ◽  
Author(s):  
PAUL LACOURBE
Keyword(s):  
Cost Reduction ◽  
New Product ◽  
Dual Role ◽  
Disruptive Technology ◽  
Slowing Down ◽  
Price Cutting ◽  
Potential Market ◽  
Model Setting ◽  
Modelling Approach

In the framework of disruptive technology, a new product plays the role of a disruptor when it improves quality and captures exisiting consumers from the incumbent. While the profit of the new product typically increases as it moves into the more lucrative segment of the market, such an upstream movement leaves more consumers at the low end unserved, who may become a potential market for even newer products that will disrupt the new product. In this paper, we use modelling approach to study how the firm may deal with this dilemma. In our model setting, we are able to show that the disruptor may balance its profit and risk of being disrupted by appropriately slowing down its migration into the high end. If migration to the high end is strategically important and should not be slowed down, the firm can still defend against disruption by offering a low end product, which is a better option than pure price cutting. Finally, we find that the accessory dimension makes it more likely to have disruption, which explains why new disruptors tend to be superior on accessory dimensions. The firm has more incentive to invest in cost reduction rather than to improve an accessory dimension, because cost reduction helps in capturing more wealthy customers, while improving an accessory dimension helps in capturing more poor consumers. So the disruptors are more likely to focus on disrupting because it is more profitable, rather than investing to improve the accessory dimension to defend against newer disruptors. The existing literature on disruptive technology has so far focused on the interaction between the product that disrupts and the product that is disrupted. Our analysis sheds light on a different angle of the phenomenon, that is, how a product that disrupts and that is disrupted simultaneously.

New product internal performance and market performance: Evidence from Spanish firms regarding the role of trust, interfunctional integration, and innovation type

Technovation ◽  
2008 ◽  
Vol 28 (11) ◽  
pp. 713-725 ◽  
Author(s):  
Nuria García ◽  
M. José Sanzo ◽  
Juan A. Trespalacios
Keyword(s):  
Market Performance ◽  
New Product ◽  
Innovation Type

Dual capabilities and organizational learning in new product market performance

2015 ◽  
Vol 46 ◽  
pp. 204-213 ◽  
Author(s):  
Haowen Chen ◽  
Yuan Li ◽  
Yi Liu
Keyword(s):  
Organizational Learning ◽  
Market Performance ◽  
Product Market ◽  
New Product
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