Dubiel, A, Banerjee, S orcid.org/0000-0001-5171-2612, Ernst, H et al. (1 more author) (2018) International-market-information use across new-product-development stages: Antecedents and performance implications. International Marketing Review, 35 (5). pp. 760-784. ISSN 0265-1335
Abstract
Purpose: The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations.
Design/methodology/approach:This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms.
Findings: The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages.
Research limitations/implications: This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts.
Practical implications: Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities.
Originality/value: This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | (c) Emerald Publishing Limited 2018. Published by Emerald Publishing Limited. Licensed re-use rights only. This is an author produced version of a paper published in International Marketing Review. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | Firm experience; New-product-development performance; Innovation culture; Market information use |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Marketing Division (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 23 May 2018 15:57 |
Last Modified: | 15 Sep 2018 02:26 |
Status: | Published |
Publisher: | Emerald |
Identification Number: | 10.1108/IMR-05-2015-0128 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:131157 |