Strategy orientation, product innovativeness, and new product performance

2015 ◽  
Vol 21 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Tsung-Chi Liu ◽  
Yi-Jen Chen
Keyword(s):  
Product Development ◽  
Market Orientation ◽  
New Product Development ◽  
Dynamic Capabilities ◽  
New Product ◽  
Two Dimensions ◽  
Product Performance ◽  
Product Innovativeness ◽  
New Product Performance ◽  
Technology Orientation

AbstractThis study employs a dynamic capabilities perspective to examine the relationships among strategy orientation, product innovativeness, and new product development performance. This paper proposes that the role of product innovativeness in these relationships differs between the two dimensions of strategy orientation (market orientation and technology orientation) and new product performance. Regression analysis was used to test the hypotheses in a sample of 118 new product development cases. The empirical findings indicate that product innovativeness positively moderates the relationship between market orientation and new product performance, whereas technology orientation affects new product performance through the mediating effects of product innovativeness. Finally, the study provides a discussion on the managerial implications and directions for future research.

New Product Development in Malaysia: Does Organizational Background Really Matter?

2014 ◽  
Vol 68 (3) ◽  
Author(s):  
Tan Owee Kowang ◽  
Amran Rasli ◽  
Choi Sang Long
Keyword(s):  
Product Development ◽  
Research And Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Multinational Companies ◽  
Product Performance ◽  
Survey Questionnaire ◽  
New Product Performance ◽  
Npd Performance

New Product Development (NPD) is vital in assisting Research and Development (R&D) based organizations to adapt to the changes in markets and technology for competitive advantage. Ensuring the success of new products and optimization of new product performance is critical and essential for Research and Development based organizations.  Hence, this study is carried out to explore does organizational background in term of company’s ownership (i.e. local or multinational companies) and operational scales (i.e. number of Research and Development staffs) affect NPD performance of Research and Development companies in Malaysia. In line with this, 8 New Product Development performance attributes were identified from literature review. These attributes were subsequently formulated into a survey questionnaire and responded by 186 respondents. Thereafter, the effect of organizational ownership and operational scale toward NPD performance are examined separately via Independent Sample t-test and Analysis of Variance (ANOVA). Finding from the study revealed that the level of NPD performance in multinational R&D companies is higher than local R&D companies. Findings from this research also implied that NPD performance can be further improved by increasing number of R&D staffs.  

scholarly journals The bidirectional complementarity between market orientation and launch proficiency affecting new product performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farbod Fakhreddin ◽  
Pantea Foroudi ◽  
Mehdi Rasouli Ghahroudi
Keyword(s):  
Market Orientation ◽  
Dynamic Capabilities ◽  
Empirical Support ◽  
New Product ◽  
Product Performance ◽  
Product Launch ◽  
Equation Modeling ◽  
Content Type ◽  
New Product Performance ◽  
Capabilities Theory

Purpose Based on the resource-based view and dynamic capabilities theory, this study aims to examine the complementarity between market orientations and launch proficiency as a driver of new product performance. Design/methodology/approach In this research, an on-site survey of Iranian, research and development- intensive, manufacturing firms was carried out to examine the proposed hypotheses. Based on the 179 workable survey responses, a covariance-based structural equation modeling was applied to verify the proposed theoretical model. Findings The empirical findings reveal that the effects of market orientation or launch proficiency alone are not significant while the complementarity between them significantly influences new product performance. These research outcomes suggest that this complementarity leads to a bidirectional co-specialization relationship in firms, promoting both market intelligence generation processes and product-launch capabilities, and therefore resulting in superior new product performance. Originality/value The current characterization of the resource-based theory signifies that strategic resources merely have potential value and actualizing this value needs complementary organizational capabilities. Furthermore, the literature notably lacks empirical findings supporting these complementarities. Therefore, the findings concerning the bidirectional co-specialization between market orientation and launch proficiency not only provide empirical support for the dynamic capabilities theory but also address recent research calls to identify and calibrate the importance of dynamic capabilities for leveraging market orientation on new product performance.

scholarly journals Examining the Reasons behind the Successes and Failures of New Products: A Study of New Product Performances in Training Division of XYZ Management

2020 ◽  
Vol 5 (3) ◽  
pp. 129-140
Author(s):  
Pepey Riawati Kurnia
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Product Performance ◽  
Sales Managers ◽  
Product Failure ◽  
New Product Performance ◽  
Successes And Failures

Objective – New product performance is very important for the survival of any company. This research uses the Grounded Theory Method (GTM) to determine the factors that are relevant to the success and failure of new products. The study focuses specifically on new products in the Training Division of XYZ management. Methodology/Technique – The data for this study was collected using the interview method with the total of 5 respondents, researcher’s involvement per se and FGDs. Findings – The coding process resulted in the creation of 4 groups comprised of the 3 main questions containing 20 factors relevant to new product failure. These factors were previously confirmed by a survey conducted among 26 NPD practitioners from various industries. This research identifies that the steps involved in the development of new products have not been optimally conducted in accordance with the new product development guidelines. The results of this study explain the role of telemarketers and sales managers which can change and affect the performance of a new product. Novelty - The involvement of the researcher as a telemarketer highlights the importance of the role and need of a reliable technological system to support the performance of new products. The findings of this research provide a greater understanding of the factors that contribute to product failure, namely a lack of a specific strategy for new products, less aggressive sales techniques, and the shifting role of telemarketers and sales managers. Type of Paper: Empirical. JEL Classification: M1; M11. Keywords: New Product Performance; New Product Development Process; Sales Manager; Telemarketer. Reference to this paper should be made as follows: Kurnia, P.R. 2020. Examining the Reasons behind the Successes and Failures of New Products: A Study of New Product Performances in Training Division of XYZ Management, J. Mgt. Mkt. Review 5(3) 129 – 140. https://doi.org/10.35609/jmmr.2020.5.3(1)

STRATEGIC GIVENS IN NEW PRODUCT DEVELOPMENT: UNDERSTANDING CURVILINEAR EFFECTS ON NEW PRODUCT PERFORMANCE

2017 ◽  
Vol 21 (01) ◽  
pp. 1750010 ◽  
Author(s):  
NICOLAS A. ZACHARIAS ◽  
RUTH MARIA STOCK ◽  
SUBIN IM
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Customer Orientation ◽  
Nonlinear Effects ◽  
New Product ◽  
Product Performance ◽  
High Tech ◽  
Linear Effect ◽  
New Product Performance ◽  
Top Managers

Although top managers’ direct influence on new product development (NPD) projects may not be evident, managers frame the conditions surrounding such projects by determining the strategic directions and managing the context for a firm’s innovation activities. Drawing on strategic leadership theory and effectuation logic, this study proposes nonlinear effects of three important strategic givens determined by top managers that represent key levers to frame firms’ NPD: customer orientation, encouragement to take risks, and autonomy. Multi-informant data from top-level marketing managers and project managers in multiple U.S. high-tech industries indicate optimal levels for each strategic given. A moderate level of customer orientation is optimal for new product performance (inverted U-shaped relationship); new products also perform best when managers support very low or high levels of autonomy (U-shaped relationship). In contrast with a predicted curvilinear effect, managers’ encouragement of risk taking actually exerts a positive linear effect on new product performance.

scholarly journals Customer orientation on new product activities and performance from the contract manufacturer’s viewpoint

2014 ◽  
Vol 45 (3) ◽  
pp. 111-120 ◽  
Author(s):  
B. C.Y. Lee ◽  
F. T.C. Kou
Keyword(s):  
Product Development ◽  
Customer Orientation ◽  
New Product ◽  
Product Performance ◽  
Superior Performance ◽  
Product Launch ◽  
High Tech ◽  
Product Innovativeness ◽  
New Product Performance ◽  
Development Capability

Studies have suggested the positive effect of customer orientation on superior performance. However, these studies have not shown how to covert customer orientation into superior performance through new product development (NPD)activities. The purpose of this study was to fill the gap between customer orientation and new product performance and elucidate the mediating influence of product launch, product development capability, and innovativeness on therelationship between customer orientation and new product performance. From the contract manufacturer’s perspective, it was proposed that customer orientation toward new product performance affects NPD activities. Focus was placed on product launch because the launch stage is the most expensive and riskiest aspect of NPD activities. Focus was also given to product development capability, which facilitates superior product performance. Product innovativeness also plays a crucial role in building competitive advantage. NPD activities include product launch, product development capability, and product innovativeness. We used a questionnaire to collect data to test the postulated research model and hypotheses from project, account and product managers in the high-tech industry. The results demonstrated the strong positive effectof customer orientation on NPD activities, and NPD activities play crucial roles as mediators between customer orientation and new product performance.

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