scholarly journals Corporate Board Interlocks and New Product Introductions

2018 ◽  
Vol 82 (1) ◽  
pp. 132-148 ◽  
Author(s):  
Raji Srinivasan ◽  
Stefan Wuyts ◽  
Girish Mallapragada
Keyword(s):  
Boards Of Directors ◽  
New Products ◽  
New Product ◽  
Organizational Adaptation ◽  
Corporate Board ◽  
Adaptation Mechanism ◽  
Board Interlocks ◽  
New Product Introductions ◽  
Packaged Goods ◽  
The Impact

Firms’ boards of directors affect many strategic outcomes. Yet the impact of boards on new products, a key organizational adaptation mechanism, has been overlooked. Addressing this gap, the authors consider the effect of the firm's board interlock centrality, the extent to which board members are connected to boards of other firms, on its new product introductions. They propose that board interlock centrality provides firms access to market intelligence, creating opportunities to introduce incremental new products. Applying the motivation-opportunity-ability theory, the authors propose that two aspects of board leadership moderate this relationship: internal (vs. external) leadership and marketing leadership. They test the hypotheses using a panel of publicly listed U.S. consumer packaged goods firms, in which most new products are incremental innovations. As hypothesized, board interlock centrality increases new product introductions. This effect is stronger when firms have high internal leadership, internal marketing leadership, and a marketing CEO; it is weaker with high intra-industry external leadership. The findings highlight the unexpected role of board interlocks on innovation outcomes and advance the literature on marketing leadership, board interlocks, and social networks.

scholarly journals The impact of information management in developing new products in bank – an empirical analysis

2021 ◽  
Vol 54 (3-4) ◽  
pp. 197-206
Author(s):  
Zoran Najdanović ◽  
Natalia Tutek
Keyword(s):  
Product Development ◽  
Information Management ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Business Decisions ◽  
Customer Preferences ◽  
The Right ◽  
The Impact

Successful information management is big challenge for any organization. In this paper the emphasis is on information management in new product development in bank. Under strong pressure from competition and new technological changes, as well as the turbulent changes in the environment, financial institutions must continuously develop new products and services. In order to make the services more interesting to the users, it is necessary to collect data about the users, their wishes and preferences. The data should then be converted into useful information that will result with developing the right product or service that users will recognize as necessary. Products become personalized, user-friendly, and the emphasis is on the importance of long-term company relationships with customers. Only with well-organized information, managers can make the right business decisions and companies can react in time to market changes. When creating their strategy, successful companies analyze and identify elements that significantly contribute to creating a competitive advantage and ensuring long-term growth and development. The paper presents an empirical research of customer preferences which lead to new product development in bank.

The Drug Lag: A 20-Year Analysis of Six Country Markets

1994 ◽  
Vol 13 (2) ◽  
pp. 290-299 ◽  
Author(s):  
Kathleen M. LaFrancis Popper ◽  
Robert W. Nason
Keyword(s):  
Public Policy ◽  
New Products ◽  
New Product ◽  
Pharmaceutical Product ◽  
Effective Drug ◽  
Drug Products ◽  
New Product Introductions ◽  
Drug Lag ◽  
The Cost ◽  
The Relationship

The sensitive nature of pharmaceuticals and the high cost of research and commercialization to introduce new products have led to numerous regulations intended to ensure the availability of safe and effective drug products. An unintended result has been to increase the cost of product introductions into various markets. The authors empirically test the relationship among the types of regulation, pharmaceutical product introductions, and the timing of their entry into the six largest country markets from 1970 to 1989. Surprisingly, the findings show that the type of regulation affects timing more than the number of new product introductions. The authors address the drug lag across the largest country markets on a product level over a period of 20 years. They discuss important potential implications for public policy and society.

Learning-by-Exporting, Introduction of New Products, and Product Rationalization: Evidence from Korean Manufacturing

2012 ◽  
Vol 12 (1) ◽  
Author(s):  
Chin Hee Hahn
Keyword(s):  
Manufacturing Sector ◽  
New Products ◽  
New Product ◽  
Export Market ◽  
New Product Introduction ◽  
Product Introduction ◽  
Learning By Exporting ◽  
Product Scope ◽  
One Year ◽  
The Impact

Abstract Utilizing a previously unexplored plant-product matched dataset in the Korean manufacturing sector, this paper examines the impact of exporting on firms’ productivity and the mechanism by which it operates. We find strong evidence for the learning-by-exporting hypothesis. We also find that exporting induces plants to introduce new products and rationalize their products beginning from one year prior to, and until two years after, export market entry. The synchronous responses of product churning and TFP suggest that new-product introduction and product rationalization are indeed one mechanism of the learning-by-exporting effect. Finally, we find that plants increase, rather than decrease, their product scope after exporting, in contrast with the prediction from the recent theories of multi-product firms.

New Product Preannouncing Behavior: A Market Signaling Study

1988 ◽  
Vol 25 (3) ◽  
pp. 282-292 ◽  
Author(s):  
Jehoshua Eliashberg ◽  
Thomas S. Robertson
Keyword(s):  
Exploratory Study ◽  
Switching Costs ◽  
New Products ◽  
New Product ◽  
Competitive Environment ◽  
Company Size ◽  
Basic Premise ◽  
New Product Introductions ◽  
Customer Switching ◽  
Market Dominance

The authors describe an exploratory study of the preannouncement of new products in advance of market introduction. The basic premise taken is that preannouncement is a marketing manifestation of signaling. The focus is on identifying conditions that are likely to induce firms to preannounce new product introductions. A survey of managers explores the incidence and rationale for preannouncement. Results suggest that constructs such as market dominance, company size, attractiveness of the competitive environment, and customer switching costs can provide good explanations for preannouncing behavior.

The impact of new product introductions on the market value of firms

1993 ◽  
Vol 12 (1) ◽  
pp. 82-83 ◽  
Author(s):  
P.K. Chaney ◽  
T.M. Devinney ◽  
R.S. Winer
Keyword(s):  
Market Value ◽  
New Product ◽  
New Product Introductions ◽  
The Impact

ARE INNOVATIVE ORGANIZATIONAL CONCEPTS ENOUGH FOR FOSTERING INNOVATION?

2012 ◽  
Vol 16 (01) ◽  
pp. 1250005 ◽  
Author(s):  
JASNA PRESTER ◽  
MARLI GONAN BOZAC
Keyword(s):  
Positive Impact ◽  
New Products ◽  
New Product ◽  
Product Launch ◽  
Organizational Practices ◽  
Chi Square ◽  
Chi Square Test ◽  
Product Launches ◽  
The Difference ◽  
The Impact

The purpose of this article is to define which organizational practices have significant impact on returns from new products or which foster or at least influence positively innovation. Survey responders were divided to see whether they innovated or not by the survey questions which explicitly asked them if they have introduced new products in the last two years. With Chi Square test, we identified the difference in usage of certain organizational practices. After that, two multi-regression models showed the impact on launching a new product and their impact on generated returns from new products.There is a significant statistical difference in usage of these four practices between innovators and non-innovators: temporary cross-functional project teams, quality circle, ISO 9000, financial participation by employees. Regression analyses showed that for new product launch, quality circles and ISO900 have a positive impact. Since not all new product launches do not become successes when regressed to returns on new products, team performance incentives and knowledge-based systems have a significant positive impact. To our knowledge and through our literature research, we did not find works that explored the impacts of innovative organizational concepts on the final result — innovation. Most studies focused only on some organizational innovations and their impact on innovation. Here we present an overall overview of innovative organizational practices, why they are mostly used and identified those which mostly influence innovation.

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