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This study aims to examine the effect of firm-specific customer relationship orientation, technology orientation and the marketing–R & D cooperation on market performance. Although the importance of customer focus in R & D has been widely recognized in the literature, less attention has been paid to customer relationship orientation and the simultaneous effect of the three constructs on market performance.

The hypotheses are tested on a multi-industry survey study of 209 R & D-intensive firms in Finland using hierarchical regression analyses, including both direct and interactional effects.

The findings show that customer relationship orientation has a direct positive effect on market performance and that technology orientation also has a positive, yet non-significant effect. In addition, the effect of both of these strategic orientations is accentuated when collaboration between marketing and R & D departments is high, providing evidence on the significant moderating effects of these types of processes.

The implications of the research can be interpreted as being generalizable at least to some extent due to the multi-industry nature of the sample. However, the research is bound to a certain type of firm (R & D-intensive) and to a certain national context (Finland), which poses limitations to the study.

The results suggest specific benefits for integrating specialist, complementary knowledge into a firm in terms of R & D and marketing knowledge. Practicing managers across departments should thus consider not only focusing on their specialist areas in markets (e.g. customers or technology) but also utilizing complementary insights within the firm to reap benefits in their fields.

The study focuses on the less-researched concept of customer relationship orientation in parallel with the more established technology orientation. It also provides novel evidence on how the effectiveness of these orientations benefits from firm-internal knowledge transfer between the marketing and R & D departments.

Although the importance of market knowledge competence (MKC) in new product export is assumed in the literature, its effects are not empirically tested due to an insufficient understanding of its dimensionality. This research presents a multidimensional framework of MKC in new product export. The authors further test the model using data collected from the software companies that export from North America to the global markets. The findings reveal that a multidimensional model of MKC provides a more adequate explanation of new product outcomes than a unidimensional model. The results regarding the MKC components indicate that each component of MKC exerts a positive impact on new product advantage and market performance in host countries.

The dimensions of market knowledge competence (MKC) in new product development are still not sufficiently understood. This research presents a conceptual framework of MKC that is multidimensional. It further develops items that assess the distinct dimensions of MKC. The measures of the three dimensions are validated through data collected from the software industry. The findings also show that a multidimensional model of MKC provides a more adequate explanation of new product outcomes than a unidimensional model. Suggests potential aims for future research such as the conduct of a comparative study involving multiple categories of products.

The purpose of this paper is to present a new perspective on the marketing-R & D interface by modelling firms that develop new products in a duopolistic market.

By using a game-theoretic modelling approach, this study examines strategic delegation, through which the marketing and R & D managers of each firm are given authority over pricing and new products’ quality levels.

Interestingly, the study finds that the case where two managers with conflicting incentives negotiate (the horizontal coordination case) might produce a better financial outcome than when the managers’ decisions are perfectly coordinated by a profit-maximizing CEO (the vertical control case). In addition, the study identifies several conditions that guarantee horizontal coordination’s generation of higher profit, such as high (or low) sensitivity to the quality (or price) of a new product. The paper further shows that two competing firms may select horizontal coordination as a Nash equilibrium.

These findings provide new insights into the role of marketing-R & D interaction under strategic delegation, which may allow rival firms to “spend smart” on R & D, avoid excessive (and unnecessary) quality competition, and thus enhance the profitability of new products. Such insights would be useful for any firms under budget constraints.

To the authors’ knowledge, this paper represents the first attempt to analyze how delegation interacts with the conflicting incentives of marketing and R & D managers, which in turn affects the quality investment decisions, competitive intensity, and, ultimately, the financial outcomes of new products developed competing firms.

The purpose of this paper is to study the relationship between changes in relative influence between marketing and R&D and new product performance (NPP). The aim is to theorize and test whether relative influence changes are beneficial for NPP.

An international survey was sent out to pharmaceutical companies worldwide, resulting in 106 usable questionnaires from knowledgeable senior managers. A model is estimated that relates recent and historic changes in relative influence to NPP.

There is a positive relationship between recent relative influence changes and subsequent NPP. Moreover, this paper finds that having a history of adaptation with respect to relative influence can serve organizations to build up capabilities that, in turn, strengthen the positive effects of recent relative influence changes on NPP. Finally, the paper shows that relative influence changes and integration between marketing and R&D positively affect NPP jointly.

A core finding, that is quite counterintuitive, is that instability with respect to relative influence changes can help organizations to become more competitive in new product development.

To solve the trade‐offs between marketing and R&D domains and to minimize information loss in new product development (NPD), this study proposes an integrated design process as a new solution to the interface system between the two domains.

House of Quality integrated with multivariate statistical analysis is used for determining important design features. These design features are used as parameters for conjoint analysis and Taguchi method, and then the results of analyses are compared. Sequential application of conjoint analysis and Taguchi method, depending on the differences in utilities and signal to noise ratios, is applied for the integrated design process. An automotive interior design is illustrated for the validation of the integrated design process.

The integrated design process determines a point of compromise between the optimums of conjoint analysis and Taguchi method. Sequential application of two methods ensures full utilization of both methods and no loss of information.

More illustrations on NPD are needed to verify the proposed process.

The design process suggested in this study can be used for process innovation in six sigma approach and be integrated with value chain intelligently. This study proposes the strategic guideline of the integrated design process for enterprises.

The integrated design process suggests the solution for the trade‐offs between marketing domain that pursues the utility of product and R&D domain that emphasizes robustness of product quality. This integrated design process will give enterprises competitive advantages in NPD.

This study aims to examine the antecedents of knowledge-seeking intentions (SIs) and efforts within new product development (NPD) teams.

Data was collected from 331 employees affiliated with 29 NPD teams across 18 Chinese firms in five high-tech and knowledge-based industries via an online assessment and a survey. Hierarchical linear modelling was used to test the hypotheses using HLM and Mplus software.

The results of this study show that intrinsic task motivation (IM) and personal task experience (TE) positively relate to SIs, whereas leadership support (LS) and shared culture (SC) negatively relate to knowledge-seeking efforts (SEs). SIs partially mediate the relationship between IM and SEs, while they fully mediate the relationship between TE and SEs. Additionally, customer orientation (CO) positively moderates the relationship between SIs and SEs.

Data collection was completed online by relying on an existing version of the Abedi Creativity Test. The samples involve 18 companies in a High-Tech Development Zone in China, which indicates limited generalizability.

Effective NPD depends on successful marketing–R&D integration and knowledge exchange within the NPD team. Besides, organizations need to find ways to stimulate NPD team members’ IM and also through various ways to inspire more efforts from team members under the condition of supportive leadership and culture.

This study contributes to the knowledge management and marketing literature on NPD teamwork by examining knowledge-seeking phenomena from the perspective of the internal knowledge market and contributes to knowledge-seeking research by revealing the antecedents of SIs and SEs at both the individual and organizational level.

Research into new product development (NPD) has grown steadily over the last couple of decades. The current body of NPD research displays a distinct methodological bias and consists mostly of either large‐scale quantitative questionnaires or small qualitative investigations that are often anecdotal. But a closer look at NPD practice reveals that NPD research needs to re‐invent itself by using more complex research designs and addressing new research questions that look at complex NPD issues in a broad organizational context. This paper argues that the reality of NPD practice requires a methodological make‐over of NPD research, with more emphasis on interpretive research methods and complex multi‐informant/multi‐organization research designs. Such improved NPD research leads to richer results that significantly advance our understanding of NPD and close the gap between NPD research and practice.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into ten sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research; Product management; Channel management; Logistics and distribution; New product development; Purchasing.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.