Mindsets in Marketing for Product Innovation: An Explorative Analysis of Chief Marketing Executives' Ideas and Beliefs about How to Increase Their Firms' Innovation Capability

2008 ◽  
Vol 16 (5) ◽  
pp. 363-390 ◽  
Author(s):  
Karin Tollin
Keyword(s):  
Product Innovation ◽  
Innovation Capability ◽  
Marketing Executives

Innovation and SMEs

2000 ◽  
Vol 14 (4) ◽  
pp. 244-248 ◽  
Author(s):  
C. Carmichael ◽  
C. Turgoose ◽  
M. Older Gray ◽  
C. Todd ◽  
S. Nadin
Keyword(s):  
Product Innovation ◽  
Telephone Survey ◽  
Innovation Capability ◽  
Manufacturing Companies ◽  
Advisory Service ◽  
Business Support ◽  
Local Manufacturing ◽  
Ongoing Development

In this paper the authors describe the ongoing development of a specialized advisory service aimed at promoting innovation in local manufacturing SMEs. The first stage studies the levels of process and product innovation, and level of innovation need, through a telephone survey of 156 small and medium-sized manufacturing companies and a number of follow-up interviews. The following stage involves the development of audit tools designed to identify gaps in innovation capability, and a change methodology to help companies become more innovative. These tools will be piloted with a number of local SMEs and then disseminated more widely to companies and business support agencies. The paper focuses on issues related to innovation in small and medium-sized manufacturing companies and explores these in relation to the initial findings of the survey.

Re-thinking and re-operationalizing product innovation capability

2018 ◽  
Vol 30 (4) ◽  
pp. 374-397 ◽  
Author(s):  
Sumeet Om Sharma ◽  
Angela Martin
Keyword(s):  
Empirical Research ◽  
Product Innovation ◽  
Dynamic Capabilities ◽  
Process Management ◽  
A Priori ◽  
Dynamic Capability ◽  
Future Research ◽  
Innovation Capability ◽  
Content Type ◽  
Measurement Models

Purpose This paper aims to enhance the understanding of the essence of product innovation capability (PIC) as a dynamic capability by systematically assessing its conceptualization and construct validity. The paper answers the call by numerous researchers to undertake research efforts to better understand and operationalize dynamic capability constructs. Design/methodology/approach A priori and scholarly contentions based on complementarities between the tenets of three prominent frameworks (Dynamic Capability View, Process Management and Organizational Ambidexterity) were utilized for conducting a theoretical triangulation, as presented in the paper. Established approaches to explication and measurement of multi-dimensional latent constructs were used for guiding this paper. Findings This paper enhances the conceptualization of dynamic capabilities and identifies a lacuna in frequently adopted PIC operationalization approaches that is pertinent to other dynamic capabilities. It presents substantive and specific prescriptions for enabling the development of superior capability (both dynamic and operational) measurement models in empirical research. Research limitations/implications The diverse implications for research and practice are discussed in the paper alongside suggestions for future research. Originality/value This paper guides future theoretical and empirical research by reviewing the conception and validity of PIC. It presents a comprehensive conception of dynamic capabilities by extending the dynamic capability definition to address the identified problems. The arguments presented have wide-ranging applications and broad generalizability across multiple research fields.

Innovation ambidexterity effects on product innovation performance: the mediating role of decentralization

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sebastian Ion Ceptureanu ◽  
Eduard Gabriel Ceptureanu
Keyword(s):  
Product Innovation ◽  
Structural Equation Models ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Senior Executives ◽  
Innovation Capability ◽  
It Industry ◽  
Content Type ◽  
The Impact

PurposeThe purpose of the study was to analyse the impact of innovation ambidexterity represented by explorative and exploitative innovation capabilities and their combined effects on product innovation performance and to prove the mediating effect of decentralization.Design/methodology/approachThe study uses partial least squares for structural equation models and SmartPLS version 3.3.1 on a sample of 174 Romanian medium- and large-sized firms from the IT industry to test six research hypotheses. To measure innovation ambidexterity, the orthogonal approach was used, conceptualizing innovation ambidexterity as a multidimensional, second-order construct composed of explorative and exploitative innovation capabilities. Innovation ambidexterity was conceptualized as a multiplicative term of both explorative and exploitative innovation capabilities.FindingsThe empirical results prove that innovation ambidexterity is positively correlated with product innovation performance, while decentralization is mediating the impact of innovation ambidexterity on product innovation performance in the IT industry.Research limitations/implicationsThe data was based on self-reported assessments of senior executives. While innovation ambidexterity may influence product innovation performance in the long term, such long-term effects are not assessed. Other studies found a moderating effect between centralization or decentralization and ambidexterity, while we found that it has a mediating effect.Practical implicationsIn the context of innovation capability, the combination of explorative or exploitative capabilities may lead to a better synergy. Innovation ambidexterity influences product innovation performance through a synergistic effect, making the simultaneous combination of capabilities useful for firms willing to make efficient use of existing resources and make their capabilities mutually supportive. Moreover, for senior executives, the effects of decentralization as a mediator provide further incentive to include it in their development of firms' innovation capabilities.Originality/valueThis study extends findings of other studies by contributing to a deeper examination of the effects of decentralization, on innovation outcomes by focusing on a specific type of innovation, product innovation. Moreover, since innovation capability is often studied in small firms or in the manufacturing industry, this study contributes to the research on innovation capability and the consequences on innovation capability in the services sector and medium- and large-sized companies. By proving that decentralization mediates the effects of innovation ambidexterity on product innovation performance, it enables reconsideration of the organizational structure role in fostering innovation.

THE INTERPLAY BETWEEN THE SOCIAL AND ECONOMIC HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION CAPABILITY AND PERFORMANCE

2021 ◽  
pp. 2150074
Author(s):  
KONSHIK KIM
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
Innovation Capability ◽  
Hrm Practices ◽  
The Social ◽  
And Performance ◽  
Nature And Society ◽  
Main Effects

This study established the social and economic human resource management (HRM) systems and analysed their respective impacts and interplay on the innovation capability and product innovation. With 1,940 longitudinal samples over five waves, the results show that the effects of the social HRM system on the capability and performance of innovation are much stronger than the effect of the economic HRM system on innovation capability and product innovation. The findings also show that no congruence effects between the social and economic HRM systems on the innovation capability and product innovation were found in that the combined effects of the two HRM systems are not maximised when the levels of the two HRM systems are in agreement. Further, findings suggest that the main effects of the social HRM system can be supplemented with the economic HRM system in that the effects of the social HRM system tend to increase as the level of the economic HRM system increases. This study contributes to the understanding of the HRM system that has traditionally pursued one best bundle of HRM practices regardless of underlying principles and assumptions on human nature and society.

When can B2B firms improve product innovation capability (PIC) through customer participation (CP)? The moderating role of inter-organizational relationships?

2019 ◽  
Vol 34 (1) ◽  
pp. 12-23 ◽  
Author(s):  
Jing Zhang ◽  
Miao Zhu
Keyword(s):  
Product Innovation ◽  
Affective Commitment ◽  
Mainland China ◽  
Customer Relationship ◽  
Customer Participation ◽  
Dependence Structure ◽  
Innovation Capability ◽  
Content Type ◽  
Improve Product ◽  
The Relationship

Purpose When can B2B firms improve product innovation capability (PIC) through customer participation (CP)? The purpose of this paper is to shed light on this interesting question by providing a framework to interpret how interorganizational relationships (IORs), including customer relationship commitments, firm’s relational capability and bilateral dependence structure moderate the relationship between CP and PIC. Design/methodology/approach A questionnaire survey is conducted among 376 business to business (B2B) firms located in mainland China. Six hypotheses on how IORs moderate the CP–PIC relationship are examined using hierarchical regression analysis technique. Findings The empirical research reveals that CP positively impacts PIC of B2B firms, which will be strengthened when either customer affective commitment, supplier’s relational capability or total interdependence is high. In addition, the relationship between CP and PIC weakens as customer’s calculative commitment or interdependence asymmetry strengthens. Originality/value This study enriches customer participation literature by highlighting the PIC outcomes of CP and examining the complex and contingent roles of the buyer–supplier relationship in moderating CP’s impact upon PIC.

scholarly journals Comparison of AR and physical experiential learning environment in supporting product innovation

2019 ◽  
Vol 11 ◽  
pp. 184797901983957
Author(s):  
Ying-Chieh Liu ◽  
Su-Ju Lu ◽  
Ching-Yu Kao ◽  
Leanne Chung ◽  
Kim Hua Tan
Keyword(s):  
Experiential Learning ◽  
Learning Environment ◽  
Product Innovation ◽  
Domain Knowledge ◽  
Three Dimensional ◽  
Learning Motivation ◽  
Smart Devices ◽  
Innovation Capability ◽  
Learning Aids ◽  
Is Design

This article compares how virtual and physical learning aids enhance learners’ product innovation capability, that is, design experiences and domain knowledge. The virtual aid utilises augmented reality (AR) allowing learners to experience a range of animated mechanisms using smart devices. The legacy physical aid mechanisms were made using three-dimensional printers. We studied the effects of both manipulatives on learners’ understanding of mechanical movements, for example, rack and pinion, and Geneva mechanism. To investigate learning impact of each aid, we compared the experimental results derived from two learners groups (13 participants each). This study provides a case to support product innovation education under an experiential learning environment. The outcomes showed that both aids were useful in enhancing design experiences and domain knowledge. Pre-and-post attention, relevance, confidence and satisfaction motivation of both aids was found to be similar. However, distinctive differences were observed in terms of divergent search for ideation, suggesting for further research in combining both aids. We also found that learners’ learning motivation is lower in AR-based aid.

The impact of modular design and innovation on new product performance

2019 ◽  
Vol 31 (2) ◽  
pp. 370-391
Author(s):  
Hongyi Sun ◽  
Antonio Lau
Keyword(s):  
Product Development ◽  
Product Design ◽  
Product Innovation ◽  
Modular Design ◽  
New Product ◽  
Product Performance ◽  
Design System ◽  
Innovation Capability ◽  
Content Type ◽  
Modular Product

Purpose The purpose of this paper is to propose a modular product design system and a product development roadmap (PDR), which can help to improve modular design (MD) and product innovation capabilities, respectively. Their relationships with product newness (PN) and new product performance are also assessed. Design/methodology/approach The proposed model was tested through structural equation modelling using data from a survey of 153 manufacturers in the electronic and electrical appliance industries in China. Findings The findings reveal that the proposed modular product design system and PDR can improve MD and product innovation capabilities. The authors also explore the conflicting relationships of MD and product innovation capability with PN. Research limitations/implications The findings contribute to the literature by showing that MD can constrain PN while product innovation can improve it. The study provides new empirical evidence of these relationships and has strategic implications. In addition, this study identifies two product development techniques that can improve MD and innovation capability, respectively. Originality/value The authors provide new evidence of the relationship between MD and innovation capability at product level, and confirm a side effect of pursuing both in terms of new product development. Through empirical testing, the authors first verify two product development techniques for implementing modular product design and product innovation.

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