The effect that the market orientation brings to product innovation performance is reported and the degree of product innovativeness is explored. The interdepartmental integration inside the company is also investigat...The effect that the market orientation brings to product innovation performance is reported and the degree of product innovativeness is explored. The interdepartmental integration inside the company is also investigated. A series of hypotheses were developed aiming at presenting a conceptual framework to clarify how market orientation contributes to product innovation performance-moderated by the degree of product innovativeness and affected by the interdepartmental integration. Survey data from 36 business units were analyzed based on the respondents in the research. The statistic results suggest a substantial positive effect of market orientation on product innovation performance. Under the condition of incremental innovativeness among the samples, the more innovative the product is, the more improvements in product innovation performance would be achieved. A variety of particular interdepartmental integration mechanisms have been certified to lend more supports to establishing market orientation and improving product innovation performance.展开更多
This paper analyzed the relationship between entrepreneurial orientation and new product development perlormance based on the perspective of knowledge creation process. Through a questionnaire survey, we found that en...This paper analyzed the relationship between entrepreneurial orientation and new product development perlormance based on the perspective of knowledge creation process. Through a questionnaire survey, we found that entrepreneurial orientation is positively related to new product performance, and knowledge creation process plays a mediating role in this relationship. This article examines the role of entrepreneurial orientation on new product innovation performance in Chinese situations, and it is the first time to check the intermediary functions on each dimension of knowledge test between entrepreneurial orientation and new product development performance.展开更多
This paper takes an overview of the CKM and the performance of agricultural product innovation from contents of agricultural product innovation and customer knowledge management (CKM) ,the relation between CKM and agr...This paper takes an overview of the CKM and the performance of agricultural product innovation from contents of agricultural product innovation and customer knowledge management (CKM) ,the relation between CKM and agricultural product innovation. On the basis of the overview, it builds the theoretical framework of CKM and agricultural product innovation. It points out that enterprises can satisfy demands of customers through acquisition,share,utilization and innovation of customer knowledge,and improve performance of agricultural product innovation through speeding up agricultural product innovation.展开更多
In this study,we explore the causes and performance outcomes of switching costs in the context of new product development(NPD)from both the supplier and customer perspectives,and discuss the role that switching costs ...In this study,we explore the causes and performance outcomes of switching costs in the context of new product development(NPD)from both the supplier and customer perspectives,and discuss the role that switching costs play as moderators and mediators in the relationship between social capital and NPD performance.Based on data from 214 Chinese manufacturers,we employ the structural equation model to test our conceptual model and hypotheses.The results indicate that relationship quality and customer involvement positively and negatively affect switching costs,respectively,and that switching costs negatively affect NPD performance.Switching costs mediate and moderate the relationship between social capital and NPD performance.Furthermore,switching costs significantly and positively moderate the relationship between relationship quality and NPD performance.On the other hand,switching costs insignificantly and negatively moderate the relationship between customer involvement and NPD performance.The theoretical and managerial implications of the findings are discussed.展开更多
This study shows the impact of fuzzy front end (FFE) phase during innovation process on new product development (NPD) project success in two East Asian countries--Korea and Japan was explored via employing compara...This study shows the impact of fuzzy front end (FFE) phase during innovation process on new product development (NPD) project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries' successful periods as comparison samples for the study of this issue. The 1980s are considered to be "golden age" of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling (SEM) technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.展开更多
文摘The effect that the market orientation brings to product innovation performance is reported and the degree of product innovativeness is explored. The interdepartmental integration inside the company is also investigated. A series of hypotheses were developed aiming at presenting a conceptual framework to clarify how market orientation contributes to product innovation performance-moderated by the degree of product innovativeness and affected by the interdepartmental integration. Survey data from 36 business units were analyzed based on the respondents in the research. The statistic results suggest a substantial positive effect of market orientation on product innovation performance. Under the condition of incremental innovativeness among the samples, the more innovative the product is, the more improvements in product innovation performance would be achieved. A variety of particular interdepartmental integration mechanisms have been certified to lend more supports to establishing market orientation and improving product innovation performance.
文摘This paper analyzed the relationship between entrepreneurial orientation and new product development perlormance based on the perspective of knowledge creation process. Through a questionnaire survey, we found that entrepreneurial orientation is positively related to new product performance, and knowledge creation process plays a mediating role in this relationship. This article examines the role of entrepreneurial orientation on new product innovation performance in Chinese situations, and it is the first time to check the intermediary functions on each dimension of knowledge test between entrepreneurial orientation and new product development performance.
文摘This paper takes an overview of the CKM and the performance of agricultural product innovation from contents of agricultural product innovation and customer knowledge management (CKM) ,the relation between CKM and agricultural product innovation. On the basis of the overview, it builds the theoretical framework of CKM and agricultural product innovation. It points out that enterprises can satisfy demands of customers through acquisition,share,utilization and innovation of customer knowledge,and improve performance of agricultural product innovation through speeding up agricultural product innovation.
基金supported by the Nature Science Foundation of China,China(No.71832011)Innovation Capability SupportProgram of Shaanxi,China(No.2023-CX-RKX-139)+2 种基金Humanities and Social Science Youth Foundation of Ministry of Educationof China,China(No.22YJC630173)Social Science Foundation of Shaanxi Province,China(No.2020R033)the YouthInnovation Team of Shaanxi Universities,China.
文摘In this study,we explore the causes and performance outcomes of switching costs in the context of new product development(NPD)from both the supplier and customer perspectives,and discuss the role that switching costs play as moderators and mediators in the relationship between social capital and NPD performance.Based on data from 214 Chinese manufacturers,we employ the structural equation model to test our conceptual model and hypotheses.The results indicate that relationship quality and customer involvement positively and negatively affect switching costs,respectively,and that switching costs negatively affect NPD performance.Switching costs mediate and moderate the relationship between social capital and NPD performance.Furthermore,switching costs significantly and positively moderate the relationship between relationship quality and NPD performance.On the other hand,switching costs insignificantly and negatively moderate the relationship between customer involvement and NPD performance.The theoretical and managerial implications of the findings are discussed.
文摘This study shows the impact of fuzzy front end (FFE) phase during innovation process on new product development (NPD) project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries' successful periods as comparison samples for the study of this issue. The 1980s are considered to be "golden age" of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling (SEM) technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.