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1 – 10 of over 153000Dean M. Schroeder and Robert Hopley
With customer needs changing so rapidly, can high‐tech companies develop strategies to succeed in their markets?
Nils‐Erik Aaby and Richard Discenza
Two trends confront managers in the 1990s. Technology will becomeincreasingly important, and firms will tend to become more“market‐oriented”. This will pose considerable challenge…
Abstract
Two trends confront managers in the 1990s. Technology will become increasingly important, and firms will tend to become more “market‐oriented”. This will pose considerable challenge to managers responsible for the development and commercialization of new products. Argues that traditional approaches will not work because time‐to‐market will have to be reduced, product technology content will have to be increased, and competitive intelligence will have increased impact on development efforts. Discusses traditional approaches to product development and commercialization and presents a model which integrates engineering concepts and market‐oriented perspectives.
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Tansu Barker and Martin L. Gimpl
Strategy is examined, using newness of products, markets and technology as the variables. An understanding of newness with reference to the concept of continuous vs. discontinuous…
Abstract
Strategy is examined, using newness of products, markets and technology as the variables. An understanding of newness with reference to the concept of continuous vs. discontinuous innovation along these three dimensions could facilitate evaluation of market and profit potential and the risk factor. Furthermore, this classification system may suggest new business opportunities by indicating gaps in the market and pointing out the critical factor(s) associated with those gaps.
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Adem Karahoca, Dilek Karahoca and Merve Aksöz
The purpose of the study is to investigate critical factors affecting individuals’ intention to adopt internet of things (IoT) products in healthcare.
Abstract
Purpose
The purpose of the study is to investigate critical factors affecting individuals’ intention to adopt internet of things (IoT) products in healthcare.
Design/methodology/approach
An integrated model was developed based on technology acceptance model (TAM), innovation diffusion theory (IDT), technological innovativeness (TI), protection motivation theory and privacy calculus theory. The model was tested with 426 respondents (222 females, 204 males) using partial least square structural equation model with all data grouped by gender.
Findings
Based on the results of the complete model, perceived advantage (PA), image and perceived ease of use (PEOU) constructs have a significant effect on intention to adopt IoT healthcare technology products. The results show that for females, compatibility and trialability have more impact on PEOU whereas for males PA has more impact on PEOU. Image, perceived privacy risk, perceived vulnerability have more impact on males when compared to females.
Research limitations/implications
Research conducted only among Turkish people.
Originality/value
This study investigated adoption of future technology, “internet of things”, products in healthcare from a behavioral perspective by integrating various theories. The reason is that before launching any technology into the market, its facilitative factors should be researched for the people who are going to use this in their daily routine.
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Shashi Shekhar Mishra and K.B. Saji
The purpose of this paper is first, to identify the institutional variables that influence the technology acquisition intent (TAI) in new high‐tech product development (NPD…
Abstract
Purpose
The purpose of this paper is first, to identify the institutional variables that influence the technology acquisition intent (TAI) in new high‐tech product development (NPD) process; second, to identify and confirm the consequence of TAI in the Stage‐Gate system of NPD process; and third, to validate the moderating role of Perceived Risk and Project Duration on the “TAI to new product commercialization (NPC) relationship” in the NPD process.
Design/methodology/approach
The research design for this generic study involved two phases: exploratory and descriptive. The theoretical framework emanated from the exploratory phase and is validated by conducting a global survey on 215 high‐tech product marketing firms.
Findings
The institutional variables – Dominant Design and Network Externalities – directly influence a firm's TAI that in turn leads to NPC. While the study confirms that the longer project duration negatively moderates to TAI to NPC relationship, no support was found for the influence of increased risk perception on the same.
Practical implications
The study explains the rationale for marketer's efforts toward dominant design and network externalities. Also, the NPD teams should be cautious about project duration, as uncertainty associated with longer project duration reduces the TAI, and thereby inhibits the successful NPC.
Originality/value
By empirically investigating the influence of institutional variables on a firm's TAI, the study significantly contributes to extant theories on NPD. Also, the study results have significant implications for high‐tech product marketing theory and practice in the context of emerging market economies.
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Wilian Gatti Junior, Alceu Salles Camargo Junior and Paul Varella
This study examines the role of hybrid products employed in companies' innovation strategy within three American industrial sectors: tires, typewriters and photography cameras.
Abstract
Purpose
This study examines the role of hybrid products employed in companies' innovation strategy within three American industrial sectors: tires, typewriters and photography cameras.
Design/methodology/approach
The authors selected historical cases that enabled us to present the role of hybrid products in periods of discontinuous change. Different sources are employed in this study: papers, books, cases, working papers, videos, manuals and product catalogues, companies' annual reports, company websites, advertising, collectors' websites and museums, in addition to press and other media reports.
Findings
The authors’ historical case analysis points to two forms of hybrid products. (1) Exploitation-hybrid, which incorporates significant elements from the existing dominant design and aims at extending the revenue-generating opportunities of the existing products. (2) Exploration-hybrid, which works as an offensive strategy, as the firm uses the exploration-hybrid to promote a gradual and controlled adoption of new technology by reducing risks and the cost of change for the customer.
Research limitations/implications
The authors’ proposed definitions strengthen the idea that hybrids are not only a reflection of organizational inertia (exploitation-hybrid). Hybrids can also mean a more proactive stance in the strategy of developing and adopting new technology (exploration-hybrid).
Originality/value
This study acknowledged hybrid products as a learning instrument that materialized the organizational ambidexterity, favoring at the same time exploitation, generally attributed to organizational inertia, and the exploration of new segments of customers or the use of new technologies.
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Chittipa Ngamkroeckjoti, Mark Speece and Nicholas J. Dimmitt
Some small and medium‐sized enterprises (SMEs) in the Thai food industry put a lot of effort into keeping up with changes of consumption patterns locally and in the South East…
Abstract
Purpose
Some small and medium‐sized enterprises (SMEs) in the Thai food industry put a lot of effort into keeping up with changes of consumption patterns locally and in the South East Asia region. To see how successfully they are able to create competitive advantage, aims to examine the impact of environmental scanning practices on new product development (NPD) outcomes among SMEs in the Thai food industry. The technology strategy of the company influences how much it uses environmental scanning, and technology turbulence can play a role in exactly how critical is good knowledge of the external environment.
Design/methodology/approach
Qualitative research was conducted using semi‐structured in‐depth interviews with food experts and SME owners.
Findings
Results suggest that SMEs that practice environmental scanning are better able to develop appropriate new food products. Technology strategy plays a role in how much scanning they use, with a more proactive technology strategy requiring more extensive scanning. Environmental turbulence, including changes in technology, can cause failure in NPD if scanning does not keep companies aware of the situation.
Originality/value
A simple conceptual model is proposed to show how technology strategy, technological turbulence, and environmental scanning affect NPD performance.
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David M. Gardner, Frank Johnson, Moonkyu Lee and Ian Wilkinson
Little conceptual and empirical effort has been directed toward differentiating high technology from low technology products, and identifying effective strategic alternatives for…
Abstract
Little conceptual and empirical effort has been directed toward differentiating high technology from low technology products, and identifying effective strategic alternatives for marketing technology‐based products. The purpose of this paper is to answer such fundamental questions as: what a high technology product is; what dimensions differentiate between high and low technology products and their marketing strategies; and what types of marketing strategies high technology companies should use. These issues are tackled from a contingency theory perspective with the assumption that marketing of high technology products, compared to that of low technology products, is influenced by different industry/market situations, and thus strategies should be designed and used differently. The paper reports the results from a survey of over 100 Australian firms, which examined the environment‐strategy‐performance link for low versus high technology‐based products. It discusses the implication of the results for marketers of high‐tech products.
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Rudrajeet Pal and Arun Pal Aneja
This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development…
Abstract
Purpose
This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development value-structure (value-creation and appropriation), and what are the drivers. Such BMs are run by multinational firms to accommodate various technologies and innovations; however, this is stressful because of inherent incompatibilities and conflicts.
Design/methodology/approach
An explorative study of six product cases from Du Pont’s Textiles Fiber Division (DTFD), namely, nylon yarns, knits and wovens, DTFD blockbusters, Coolmax®, MicroMattique™, filling materials and Supriva™, is conducted.
Findings
In value-creation, technology push or market pull yields resultant technology-forward or market-back trajectories. For value appropriation, new growth opportunities or continuous market expectations lead to breakthrough or continuous innovations. Consistent and inconsistent combinations of these trajectories yield four differential drivers: technological breakthrough, market-back technology, continuous technology and continuous market-back. This is supported by relevant supply chain strategies, either focused through joint ventures and licensees for commodities or vertically integrated for specialty products.
Research limitations/implications
The paper adds to the analysis of ambidexterity in the value structure of BMs along constituent value-creation and appropriation, thus providing a logical lens to understand various complementarities that exist in terms of opposing technology trajectories and product innovation repertoire.
Practical implications
This study contributes to the knowledge of product innovation management in the textile industry, where both large-scale innovation and operational excellence are challenged over the past few decades.
Originality/value
The lessons learnt address the fundamental issue of higher value generation through configuration of multiple contrasting value-structure elements.
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Thomas Magnusson and Glenn Johansson
The purpose of this article is to illustrate how the characteristics of complex product systems pose specific managerial challenges onto the transfer of new technology from…
Abstract
Purpose
The purpose of this article is to illustrate how the characteristics of complex product systems pose specific managerial challenges onto the transfer of new technology from technology development to product development.
Design/methodology/approach
The research relies on comparative case studies involving three cases of internal technology transfer processes in the development of electrical equipment and telecommunication systems.
Findings
The research findings suggest that managerial decisions on internal technology transfer should be guided by a contingency framework rather than general procedures and tools.
Research limitations/implications
Since the research is restricted to a limited number of case studies, additional studies are required to validate the findings.
Practical implications
The study results indicate that in cases of complex product development, there is a need for a more integrated view on technology and product development, than what is commonly described in the literature.
Originality/value
This article complements previous studies of the management of internal technology transfer processes, which primarily have addressed mass producing industries.
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