The contingency value of knowledge in new product creativity

2007 ◽  
Vol 40 (1/2/3) ◽  
pp. 101 ◽  
Author(s):  
Jie Yang
2018 ◽  
Vol 35 (6) ◽  
pp. 939-959 ◽  
Author(s):  
Cheryl Nakata ◽  
Gaia Rubera ◽  
Subin Im ◽  
Jae H. Pae ◽  
Hyun Jung Lee ◽  
...  

2019 ◽  
Vol 20 (6) ◽  
pp. 1168-1188
Author(s):  
Dariusz Dabrowski

Market knowledge is recognised as an important predictor of new product performance, which existing studies have proven. However, a missing link in this relationship is creativity, and specifically, as a natural process in product innovation. This study aims to examine a model that includes two mediating mechanisms between market knowledge scope and two new product outcomes, respectively: a new product’s competitive advantage and its commercial success. In both cases two mediators are used that represent dimensions of creativity—i.e. a product’s meaningfulness and novelty. The model was tested on a sample of 374 Polish medium-high- and high-technology companies using structural equation modelling. The results indicated that market knowledge is transferred to both new product outcomes through new product creativity, albeit somewhat differently. The first mediating mechanism, which explains the factor of competitive advantage, operates only through the indirect effects of both the product’s meaningfulness and its novelty. The second mechanism works directly, through the market knowledge’s effect on commercial success, as well as indirectly, through product meaningfulness. Subsequently, theoretical and managerial implications as well as indications for future research are provided based on these findings.


2016 ◽  
Vol 12 (3) ◽  
pp. 48-67 ◽  
Author(s):  
Hammad Akbar ◽  
Shah Faisal Khan

Tapping diverse experiences is recognised as important for knowledge creation. The authors examine how learning and knowledge creation are affected if a distinction between the extent and nature of employees' involvement, and differences in levels within these, is made. They offer propositions suggesting that the extent and nature of employees involvement differ in their relative contribution to different facets of knowledge creation, including shared understanding, know-why, knowledge creating behaviours and new product creativity. Finally, the authors discuss theoretical implications, future research directions and limitations of this research.


2014 ◽  
Vol 67 (1) ◽  
pp. 2877-2883 ◽  
Author(s):  
Pelin Bicen ◽  
Suzilawati Kamarudin ◽  
William H.A. Johnson

Innovation ◽  
2013 ◽  
Vol 15 (1) ◽  
pp. 83-96 ◽  
Author(s):  
Colin C J Cheng ◽  
Hsien-Tung Tsai ◽  
Dennis Krumwiede

2021 ◽  
Vol 13 (4) ◽  
pp. 151-166
Author(s):  
Hongyun Tian ◽  
Samuel Kofi Otchere ◽  
Courage Simon Kofi Dogbe ◽  
Winfred Okoe Addy ◽  
Frank Hammond

It is well-documented in literature that one major challenge facing Small and Medium-sized Enterprises (SMEs) is resource constraints. This affects SMEs’ potential for innovation, as innovation is resource-intensive. To survive the competition, it is expedient that SMEs find more creative and innovative ways to operate. This present study sought to ascertain how SMEs could adopt a bricolage strategy to achieve a competitive advantage. The study also sought to determine the mediating role of new product creativity in this relationship, which formed a key contribution. Data was gathered from 334 SMEs using a simple random sampling technique. The data was analyzed using the covariance-based structural equation modelling (CB-SEM) approach in Amos (v.23). Various validity and reliability tests were run before testing the significance of the various hypotheses of the study. It was concluded that bricolage had a direct positive effect on SMEs’ competitive advantage. Bricolage further had a direct positive impact on new product creativity, whiles new product creativity had a direct positive effect on SMEs’ competitive advantage. It was also realized that creativity had a partial mediating effect on the relationship between bricolage and SMEs’ competitive advantage. Although this study did not directly assess the influence of the COVID-19 pandemic on business operations, the data for the study was gathered during the pandemic period, as such, the results of this present study could offer some practical clues on how firms could achieve competitive advantage during the outbreak of pandemics.


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