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The purpose of this paper is to identify the NPD performance success measures that manufacturing organisations use to assess the success of their new products.

Based on relevant literature review and in-depth interviews, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success measures dimensions.

This study empirically showed that manufacturing organisations in Jordan use a multidimensional construct for NPD performance success measures to assess the success of their new products. The multidimensional construct consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. The findings indicate that NPD financial performance is still the dominant dimension amongst the manufacturing organisations while measuring NDP performance. Also, the study has developed an inductive model of NPD performance success measures which shows the construct’s dimensions complexity.

The fact that the paper is a single country study focusing on the manufacturing industry limits its generalisation to other industries/contexts. The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector. The services sector is a rich field for NPD performance success measures, in addition to being an important contributor to the economy of most, if not all, countries. Further, the paper focuses on only five dimensions of NPD performance success measures, other dimensions of NPD performance success measures might add more insights to their effect on NPD performance success measures.

Utilising the findings of this study can help managers make sense of NPD success and failure and plan the NPD strategy and activities across a range of differing situations. The major contribution of this study is increasing the ability of managers to improve their skills and capabilities and focus on the dimensions of NPD success in the best way that enables them to respond effectively to uncertainty caused by changes in the product life cycle which in turn might affect the performance of NPD. The findings urge managers to deal with NPD as a complex process that should be integrated within corporate, business and functional strategies of the firm.

The originality of this paper stems from its multidimensional construct of NPD performance success measures as well as in developing an inductive model that shows the complexity of NPD performance dimensions that can be used for assessing the success of new products. The study also has its originality since it is the first empirical work conducted on the manufacturing sector in an emerging market business environment, Jordan.

The purpose of this paper is to develop a model examining the effect of organizational capabilities over new product (NP) performance. Building on a literature review, the model proposes that organizational capabilities (i.e. technological, marketing mix, and customer‐relational capabilities) exert a direct effect over two dimensions of new product competitive advantage (i.e. new product quality and speed), which in turn exert a direct effect over new product customers and financial performance.

Based on a literature review, a structured questionnaire was developed as a primary data collection method. Questionnaires were distributed to a sample of 473 manufacturing organizations in Jordan, out of which 355 were returned and deemed valid for the analysis. Structural equation modeling was applied to examine the model and its related hypotheses.

Out of the three organizational capabilities, only marketing mix capabilities had a direct positive effect over both new product quality and speed to the market, while technological capabilities had no significant direct effect over both dimensions of new product competitive advantage. Customer‐relational capabilities had a direct effect over new product quality only. On the other hand, while new product quality exerted a positive direct effect over both NP financial and customer performance, new product speed to the market had a direct positive effect over NP customer performance only. Finally, NP customer performance exerted a positive direct effect over NP financial performance.

The fact that the paper is a single country study focusing on the manufacturing industry limits its generalization to other industries/contexts. Furthermore, the paper focuses on two dimensions of new product performance, i.e. customer performance and financial performance. Other dimensions of new product performance might add more insights to the effects new product competitive advantage exerts.

Managers must focus their efforts on developing marketing activities in a competitive manner so that they can introduce both quick and satisfactory new products. Hence, a special focus on marketing function is required. Not only traditional activities of marketing, but also generation, utilization, and management of customer information and knowledge are necessary to introduce competitive new products. Marketing function should be given the lead in the new product development (NPD) process. However, to avoid any rivalry between marketing, production, and R&D, top management needs to foster the marketing concept as a philosophy and to spread it across the organization.

The paper adds to the research on sources of new product competitive advantage in developing countries. It also underlines the need to focus on different dimensions of NP competitive advantage, rather than approaching it from a holistic perspective. The paper further underlines that organizations should focus on long‐term results of NPD, such as NP customer performance, rather than solely focusing on short‐term financial results.

The purpose of this paper is to examine consumer attitudes toward online shopping in Jordan. The paper introduces an integrated model which includes trust, perceived benefits, perceived web quality, and electronic word of mouth (eWOM) along with their relationships in order to examine their effects on consumer attitudes toward online shopping.

A structured and self-administered online survey was employed targeting online shoppers of a reputable online retailer in Jordan; i.e. MarkaVIP. A sample of 273 online shoppers was involved in the online survey. A series of exploratory and confirmatory factor analyses were used to assess the research constructs, unidimensionality, validity, and composite reliability. Structural path model analysis was also used to test the hypothesized relationships of the research model.

The empirical findings of this study indicate that consumer attitudes toward online shopping is determined by trust and perceived benefits. Trust is a product of perceived web quality and eWOM and that the latter is a function of perceived web quality. Hence, trust and perceived benefits are key predictors of consumer attitudes toward online shopping, according to the results. Further, the authors also found that higher levels of perceived web quality lead to higher levels of trust in an online shopping web site. Perceived web quality was found to be a direct predictor of trust, and the former positively and significantly influences perceived benefits. Also, the authors found that 28 percent of the variation in online shopping attitudes was caused by perceived benefits and trust.

The research sample included only early adopters who are usually described as personal innovators and risk takers. Future research is encouraged to focus on other groups such as non-adopters to understand their online shopping attitudes. Another limitation is derived from the geographical context of the current study; that is Jordan. The findings are not necessarily applicable to other Arab countries and the rest of the world. Therefore, replications of the current study in different countries would most likely strengthen and validate its findings. Also, the study is cross-sectional which does not show how attitudes of consumers may change over time. The authors encourage future studies to employ a longitudinal design to understand the changes in consumers’ attitudes toward using online shopping over time. Finally, this study examined only one case in point and thus findings cannot be generalized to other online shopping web sites. Future research is highly encouraged to examine consumers’ attitudes toward other online shopping web sites inside and outside Jordan.

The paper supports the importance of trust and perceived benefits as key drivers of attitudes toward online shopping in emerging markets like Jordan. It further underlines the importance of perceived web quality contribution to perceived benefits and trust as well as the key role of the later in forming online shoppers’ attitudes. Online retailers’ executives and managers can benefit from such findings for future e-marketing strategies and acquire new customers to achieve long-term performance objectives.

This paper is one of the very few attempts that examined attitudes toward online shopping in the Arab world. Importantly, it revealed the drivers of online shoppers’ attitudes in Jordan. National and international online retailers planning to expand their operations to Jordan or to the Middle East Region have now valuable empirical evidence concerning the determinants of online shopping attitudes and online shoppers’ behavior in Jordan upon which e-marketing strategies can be formulated and implemented.