Search results

The purpose of this paper is to further understand the joint effect of project‐level exploratory and exploitative learning in new product development. It aims to examine the complicated relationships among exploratory learning, exploitative learning and new product performance at a single project level. In addition, it seeks to shed light on the contextual effects of a firm's market orientation on the relationship between joint occurrence of both learning activities and new product development performance.

The paper is based on a questionnaire survey/analysis of a sample of 298 projects from high‐tech firms in Taiwan.

The findings suggest that the joint occurrence of both learning activities has a positive effect on new product performance and depends upon a high level of one learning activity coupled with a small dose of the other. Drawing on cultural and behavioral perspectives of market orientation, the results also indicate that market orientation may enhance the joint effect of both learning activities on new product performance.

This paper offers insight to project managers with regard to the importance of rationally mixing with exploratory and exploitative learning during new product development. Furthermore, the study argues that market orientation is an alternative of organizational design that fosters the positive joint effect of both learning behaviors.

The results empirically support the theoretical argument that a high‐low matching of exploratory and exploitative learning can enhance performance at the level of a single project. The study provides a multiple‐level framework to understand how the firm‐level MO strengthens the positive effects of joint occurrence of project‐level exploratory and exploitative learning activities during new product development.

Resource scarcity is a major difficulty facing firms that engage in new product development (NPD) projects. The purpose of this paper is to understand how resource allocation strategies affect NPD performance and which strategy is the best alternative, a research and development (R&D) process model is constructed using system dynamics.

Moreover, resource allocation strategies are categorized into two types: design‐stage‐first strategy and manufacturing‐stage‐first strategy, and several important indicators of performance evaluation are defined. Then different workload scenarios are developed to test the relationships between resource allocation strategy and various NPD performance measures.

The most important finding from simulation results is that a firm should allocate its resources into early development stage first in order to obtain superior R&D performance.

This paper has successfully constructed new system dynamics model for quantifying the performances of R&D process.

This study aims to consider that a proactive‐ and responsive‐market orientated firm is able to align with the development of radical (exploratory) innovations as well as incremental (exploitative) innovations to realize its organizational ambidexterity.

The paper is based on a questionnaire survey/analysis of a sample of 227 high‐technology firms in Taiwan.

The research findings reveal that both types of market orientation provide different managerial efforts to develop and foster different types of innovation competencies; and then, those effects would be moderated through external and organizational factors.

Through the deployment of ambidextrous structures, managers could effectively arrange the portfolio of product‐markets with an array of proactive‐ and responsive‐ market orientation to align the potential conflicts concerning the exploration and the exploitation.

This study is a pioneer in the field that reveals how a proactive‐ and responsive‐ market orientated firm could systematically operate to accomplish its ambidexterity of innovations.