Exploring institutional pressures, firm green slack, green product innovation and green new product success: Evidence from Taiwan's high-tech industries

2022 ◽  
Vol 174 ◽  
pp. 121196
Author(s):  
Yi-Chun Huang ◽  
Chih Ta Chen
Keyword(s):  
Product Innovation ◽  
New Product ◽  
High Tech ◽  
Green Product ◽  
Institutional Pressures ◽  
New Product Success ◽  
Product Success ◽  
Green Product Innovation

scholarly journals Institutional Pressure and Green Product Success: The Role of Green Transformational Leadership, Green Innovation, and Green Brand Image

2021 ◽  
Vol 12 ◽  
Author(s):  
Jian Zhou ◽  
Lucinda Sawyer ◽  
Adnan Safi
Keyword(s):  
Transformational Leadership ◽  
Product Innovation ◽  
Brand Image ◽  
Green Product ◽  
Product Success ◽  
Institutional Pressure ◽  
Green Product Innovation ◽  
Green Process Innovation ◽  
The Relationship

Rapid economic growth has led to economic activities which have caused extensive environmental damage to the planet. Companies have sought to adapt their business methods to reduce their carbon footprint in order to meet regulations, satisfy consumer preferences and keep up with changing societal expectations. The relationship between institutional pressure and green product performance will be an important issue in corporate green management. This article looked through the lens of green innovation and explored the moderating role of green brand image between green product innovation and new green product success. Utilising the data of 243 managers in Mainland China, structural equation modelling results found that institutional pressure is positively correlated to green transformational leadership, green transformational leadership is positively correlated to green process innovation, green process innovation is positively correlated to green product innovation, green product innovation is positively correlated with new green product success, green brand image moderates the relationship between green product innovation and new green product performance. The research results provide theoretical and practical implications for enterprises to relieve institutional pressure and build specific green competitive advantages.

scholarly journals The Role of Artificial and Nonartificial Intelligence in the New Product Success with Moderating Role of New Product Innovation: A Case of Manufacturing Companies in China

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-14
Author(s):  
Hou Jianjun ◽  
Yi Yao ◽  
Javaria Hameed ◽  
Hafiz Waqas Kamran ◽  
Muhammad Atif Nawaz ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Product Innovation ◽  
New Product ◽  
Manufacturing Companies ◽  
New Product Success ◽  
Product Success ◽  
Manufacturing Organizations ◽  
New Product Innovation ◽  
Moderating Role

Currently, there is an increasing trend in the organizations towards examining the artificial intelligence and nonartificial intelligence for the innovation and success of the new product, as well as getting the intentions of the upcoming researchers. Thus, the purpose of the ongoing study is to examine the role of artificial and nonartificial intelligence in the new product success along with the moderating role of new product innovation in the manufacturing organizations of China. The quantitative methods have been followed by the study and gathered the responses from the respondents using questionnaires, and analysis has been conducted by using the smart-PLS. The results exposed that artificial intelligence and nonartificial intelligence have positive and significant nexus with the new product success. The outcomes also revealed that the new product innovation significantly moderated the links among the nonartificial intelligence and new product success, but it insignificantly moderated the links among the artificial intelligence and new product success in the manufacturing organizations of China. These findings have provided the guidelines to the manufacturing companies and their policies developing authorities that they should be developed and implement the suitable policies regarding the adoption of artificial intelligence and nonartificial intelligence that enhance the success of the new product, which ultimately enhances the success of the organization.

Perceived environmental turbulence, strategic orientations and new product success

2015 ◽  
Vol 12 (1) ◽  
pp. 43-54 ◽  
Author(s):  
Jing Zhang ◽  
Yanxin Jiang ◽  
Miao Zhu
Keyword(s):  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Environmental Turbulence ◽  
Equation Modeling ◽  
Company Size ◽  
New Product Success ◽  
Content Type ◽  
Product Success ◽  
Strategic Orientations

Purpose – The purpose of this paper is to examine the differences of relationship among perceived environmental turbulence, strategic orientations and new product success in export market by company size. Design/methodology/approach – A questionnaire survey was conducted among 281 small and medium-sized and 222 large manufacturing exporters in mainland China. Research hypotheses were examined by structural equation modeling technique. Findings – The research results show that: market orientation (MO) and innovation orientation (IO) are not significantly different between large exporters and SMEs, while new product performance of SMEs is significantly less satisfactory; for large exporters, perceived environmental uncertainties in terms of technology and customer demands are critical driving factors of strategic orientations, while environmental dynamics in terms of technology and competition have significant impacts upon strategic orientations among SMEs; while MO plays a stronger effect in product innovation performance for large exporters, IO has equally important impact upon new product success across SMEs and large exporters. Originality/value – The authors extend the established theory about industry environment, strategic orientations and product innovation performance from companies in developed countries and domestic market to firms from developing countries who are operating in export markets. Furthermore, it is first kind of study that comparatively examines the relationship among environmental turbulence, strategic orientations and product innovation performance by company size.

Trust, integrated information technology and new product success

2017 ◽  
Vol 20 (3) ◽  
pp. 406-427 ◽  
Author(s):  
John E. Ettlie ◽  
Christopher Tucci ◽  
Peter T. Gianiodis
Keyword(s):  
Information Technology ◽  
New Product Development ◽  
New Product ◽  
Manufacturing Firms ◽  
High Tech ◽  
Barriers To Success ◽  
New Product Success ◽  
Content Type ◽  
Product Success ◽  
Strategic Direction

Purpose The purpose of this paper is to investigate the combined roles via trust relationships of the two technology cores of the firm: information technology (IT) and R&D and their impact on new product success. Design/methodology/approach A model was tested whereby trust and the integrated IT strategy account for a significant amount of the variance in a broad range of new product development (NPD) outcomes for a survey sample of 223 manufacturing firms. Respondents said design practices and quality methods like Six Sigma accounted for a total of over 25 percent of the reports of the most helpful approaches in promoting effective NPD. At the same time their biggest challenges were having a clear strategic direction within which to operate and resolving cost and resource issues which accounted for over a third (34 percent) of barriers to success. Findings Respondents reported that a total of over 25 percent of the reports of the most helpful approaches in promoting effective included these quality methods. At the same time their biggest challenges were having a clear strategic direction within which to operate and resolving cost and resource issues which accounted for over a third (34 percent) of barriers to success. High-tech firms were less likely to report integrated IT strategies, but this tended to be counterbalanced by high levels of trust in the IT function and adoption of organizational innovations for execution of strategic intent. Implications for future research and practice are discussed. Research limitations/implications Survey methods produce broad results with low response rates in most studies involving R&D and NPD, and this study is no exception. Practical implications With the challenge of strategy alignment reported by many of these firms, it seems clear that the top management team cannot afford to leave NPD challenges to engineering teams and NPD programs without guidance and general vision. Social implications NPD has become the staple of most manufacturing firms as a way of meeting and beating the competition worldwide. However, trust between functional areas often starts before people are even employed and should begin in training and educational programs. Originality/value Designing NPD programs is at the heart of many firms’ competitive strategies and the fast learning companies are the winners. Very little is known about the trust relationship between IT and R&D and their combined effects on new product success which we have found to be significant and unexpected in their impacts.

scholarly journals New product success through big data analytics: an empirical evidence from Iran

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farid Shirazi ◽  
Hsiao-Ting Tseng ◽  
Olu Adegbite ◽  
Nick Hajli ◽  
Saeed Rouhani
Keyword(s):  
Big Data ◽  
Data Aggregation ◽  
Product Innovation ◽  
Big Data Analytics ◽  
New Product ◽  
New Product Success ◽  
Content Type ◽  
Product Success ◽  
Use Of Data ◽  
Effective Use

PurposeInnovative firms leverage big data analytics (BDA) benefits in optimising value creation, particularly in business-to-business (B2B) contexts. Examples of this are found in new product success and product innovation performance. However, knowledge of how innovative firms and their corporate customers generate insights from big data, develop new products and gain higher-quality service from intra- and inter organisations' resources is limited. This knowledge manifests in the form of opportunities available in BDA and through the adoption of the co-creation approach to generate value in the form of new product innovation. BDA reflects an excellent means of enhancing a firm's customer agility, but how this is possible remains largely unknown.Design/methodology/approachIn this research, the authors hypothesise that new product success is a function of a firm's customer agility and product innovation performance moderated by environmental turbulences. In turn, the firm's customer agility is enhanced by the effect of big data aggregation and analytical tools. These hypotheses have been confirmed by a survey in an emerging market.FindingsThe authors use structural equation modelling to test the authors’ hypotheses. The main contribution of this research is the conceptualisation and test of an integrative framework identifying the links among a firm's customer agility, new product success and BDA capabilities.Practical implicationsThe study established that BDA tools – the effective use of data aggregation tools and the effective use of data analysis tools – shape customer agility in achieving new product success. This study contributes to one’s understanding of the relevance of BDA in B2B value creation contexts.Originality/valueThe study findings show that BDA shapes a firm's customer agility in achieving new product success.

Recipes for new product success: the interplay between orientations and environmental turbulence

2020 ◽  
Vol 35 (8) ◽  
pp. 1345-1357
Author(s):  
Joanne Ho ◽  
Carolin Plewa
Keyword(s):  
Qualitative Comparative Analysis ◽  
New Product ◽  
Environmental Turbulence ◽  
High Tech ◽  
New Product Success ◽  
Content Type ◽  
Product Success ◽  
Configuration Theory ◽  
Turbulent Environments ◽  
Strategic Orientations

Purpose Prior studies suggest that strategic orientations not only impact innovation outcomes individually but also by interacting with each other and with environmental factors. Yet, inconsistent results in the literature remain, likely due to the common use of regression analysis and related limitations in capturing the complex reality of interdependent effects. This paper aims to overcome this challenge. Design/methodology/approach Drawing on configuration theory, this research uses fuzzy set qualitative comparative analysis to investigate configurations of customer, competitor and technology orientations, interfunctional coordination (IC) and environmental turbulence leading to new product success (NP) among high-tech manufacturing business-to-business firms. Findings Findings show seven configurations of strategic orientations as determining NP, including four configurations specific to firms operating in turbulent environments. Originality/value This study offers important theoretical, empirical and managerial contributions. In particular, it is the first to reveal configurations of strategic orientations that determine NP. It also advances knowledge by delineating those configurations that are most suited to firms operating in turbulent environments. Finally, findings demonstrate the interchangeable nature of facets traditionally joined as a single market orientation construct – customer and competitor orientation as well as IC.

scholarly journals Past, present, and future of green product innovation

2021 ◽  
Author(s):  
Sher Jahan Khan ◽  
Amandeep Dhir ◽  
Vinit Parida ◽  
Armando Papa
Keyword(s):  
Product Innovation ◽  
Green Product ◽  
Green Product Innovation
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