Search results

1 – 4 of 4
To view the access options for this content please click here
Article
Publication date: 5 April 2011

Chih‐Peng Chu, Ci‐Rong Li and Chen‐Ju Lin

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Details

European Journal of Marketing, vol. 45 no. 4
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 3 July 2009

Kung‐Jeng Wang, Yun‐Huei Lee, Sophia Wang and Chih‐Peng Chu

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Details

Journal of Modelling in Management, vol. 4 no. 2
Type: Research Article
ISSN: 1746-5664

Keywords

To view the access options for this content please click here
Article
Publication date: 1 August 2008

Ci‐Rong Li, Chen‐Ju Lin and Chih‐Peng Chu

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Management Decision, vol. 46 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

Content available
Article
Publication date: 3 July 2009

Luiz Moutinho and Kun Huarng Huang

Abstract

Details

Journal of Modelling in Management, vol. 4 no. 2
Type: Research Article
ISSN: 1746-5664

1 – 4 of 4