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Article
Publication date: 25 February 2020

Dale A. Cake, Vikas Agrawal, George Gresham, Douglas Johansen and Anthony Di Benedetto

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other…

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Abstract

Purpose

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory.

Design/methodology/approach

An online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other.

Findings

An organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities.

Research limitations/implications

This study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated.

Practical implications

For radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place.

Originality/value

An empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 23 March 2021

Shabahat Ali, Weiwei Wu and Sadaqat Ali

This study aims to offer and validate an integrated marketing capability-product innovations framework. Particularly, it aims to examine the role of adaptive marketing capability…

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Abstract

Purpose

This study aims to offer and validate an integrated marketing capability-product innovations framework. Particularly, it aims to examine the role of adaptive marketing capability in enabling market ambidexterity and incremental as well as radical product innovation. Also it intends to investigate the moderating role of transformational leadership between adaptive marketing capability and market ambidexterity.

Design/methodology/approach

Manufacturing firms in Pakistan, an emerging economy, are taken as the context for this study. A designed survey questionnaire is used for data collection. Partial least square technique is employed to empirically validate and test the hypothesized model with a sample of 192 manufacturing firms. Particularly, the two-stage approach in SmartPLS is used to validate measurement models, and structural equation modeling technique is used to test the proposed hypothesis.

Findings

The findings not only confirm that adaptive marketing capability is instrumental to both incremental and radical product innovations but also reveal that adaptive marketing capability serves an important antecedent to market ambidexterity shedding new lights on its mediating role in the relationship of adaptive marketing capability with incremental and radical product innovations. Moreover, the results find that the effectiveness of adaptive marketing capability to support market ambidexterity may involve a possible trade-off between exploitation and exploration when the leaders exhibit a low or high level of transformational leadership behavior.

Originality/value

This study contributes to outside-in strategic perspective and contextual ambidexterity literature by revealing the role of adaptive marketing capability as an important enabler of market ambidexterity which, in turn, allows the firm to simultaneously introduce incremental and radical product innovations. In this way, this study advances the current understanding of the antecedents and consequences of contextual ambidexterity. Also, this study provides insight into the types of capabilities needed for the firm's contextual and employees' behavioral adaptation to simultaneously manage exploitation and exploration within the same business unit which was lacking in the previous literature. Further, this study also offers a novel understanding of the conditional role of transformational leadership between adaptive marketing capability and market ambidexterity.

Details

European Journal of Innovation Management, vol. 25 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 April 2023

Chen Han, Jiahui Liu, Shuman Zhang and Bo Bernhard Nielsen

This study aims to build a theoretical model including intermediate-level outside-in marketing capabilities (ILOIMC), radical and incremental technological innovations and…

Abstract

Purpose

This study aims to build a theoretical model including intermediate-level outside-in marketing capabilities (ILOIMC), radical and incremental technological innovations and management innovation.

Design/methodology/approach

This research used 272 pairs of survey questionnaires from Chinese firms’ managers to examine the hypotheses.

Findings

The results indicate that ILOIMC enhance management innovation by stimulating radical technological innovation. Furthermore, the mediating effect of incremental technological innovation depends on technological turbulence.

Research limitations/implications

This study may have several limitations which future research could try to overcome: cross-sectional data, Chinese samples, exclusive focus on ILOIMC, sociotechnical approach to innovation typology and measuring ILOIMC as a first-order variable.

Practical implications

ILOIMC can significantly improve innovations in technology and management systems by using customer value and market information.

Originality/value

This study proposes a new taxonomy to classify marketing capabilities into lower-level inside-out marketing capabilities, ILOIMC and higher-level outside-in marketing capabilities. It also provides an explicit discussion and examination of the influence of ILOIMC on technological and management innovations and the contingency effect of technological turbulence. Thus, it responds to Musarra and Morgan’s (2020) call for more research into the mechanism that explains when (the conditions under which) and how (the process by which) outside-in marketing capabilities could contribute to firm innovation.

Article
Publication date: 17 June 2019

Hao Shen, Nan Mei and Yu Gao

The purpose of this paper is to investigate the proper matches between institutional business ties (to state-owned enterprises (SOEs) and to banks) and firm capabilities…

Abstract

Purpose

The purpose of this paper is to investigate the proper matches between institutional business ties (to state-owned enterprises (SOEs) and to banks) and firm capabilities (technological capability and marketing capability) in impacting the radical innovation of manufacturing firms in China.

Design/methodology/approach

Using the samples of 208 manufacturing firms in China, this study runs three regression models to test all hypotheses.

Findings

Ties to SOEs and ties to banks are positively related to radical innovation of manufacturing firms in China. Further, the technological capability and marketing capability have different functions on moderating the relationship between institutional business ties and radical innovation.

Practical implications

The results imply that managers of manufacturing firms should strive to establish close connections to those organizations that are set-up by government in China. In addition, managers should cautious about the synergies between different institutional business ties and different internal capabilities, and properly matching them to develop radical innovation.

Originality/value

This study enriches and extends the managerial ties literature by going beyond previous narrow focus on either business ties or political ties to address a particular type of organization that is set-up by the governments but operate in the business world. The findings of proper ties-capabilities matches provide nuanced understandings to dynamically manage external resources and internal capabilities for the synergetic benefits (e.g. radical innovation). This study also offer a theoretical paradigm (i.e. resource management model) for manufacturing firms to lessen the striking tension between the urgent needs for radical innovation and the hostile ground for conducting radical innovation.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 20 March 2017

Akin Kocak, Alan Carsrud and Sonyel Oflazoglu

The purpose of this paper is to examine the effects of market, technology, and entrepreneurial orientations (EOs) on both innovation and firm performance. It analyzes the…

3934

Abstract

Purpose

The purpose of this paper is to examine the effects of market, technology, and entrepreneurial orientations (EOs) on both innovation and firm performance. It analyzes the mediating effects of incremental and radical innovation within the context of entrepreneurial firms in Turkey, an emerging economy.

Design/methodology/approach

This study empirically analyses the impact of strategic orientations on firm performance through innovation with a sample of 818 small and medium enterprises in Turkey. To test the proposed model, LISREL is used.

Findings

Proactive market orientation (MO) and technology orientation (TO) lead to radical innovation, while responsive MO strongly affects incremental innovation. EO impacts performance directly and indirectly via both incremental and radical innovation.

Practical implications

Finding suggests that senior management of firms, especially in emerging economies should encourage marketing managers to focus on key trends of markets, both existing and emerging. These marketing managers should find and work with lead users to improve radical product development. This means that those managing marketing need to be well schooled in technology, and they should also possess a proactive MO.

Originality/value

The present study employs a two-part view of the MO construct (responsive and proactive MO). This conceptualization provides a greater degree of precision in the use of the MO concept which was rarely employed in prior studies. Moreover, this paper views strategic orientations as drivers of innovation and examines how radical and incremental innovation mediate the effects of MO, EO and TO on firm performance. Finally, this is one of the few studies to look at all of these factors simultaneously and to include the two-part view of MO.

Details

Management Decision, vol. 55 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Content available

Abstract

Details

Journal of Consumer Marketing, vol. 17 no. 7
Type: Research Article
ISSN: 0736-3761

Keywords

Article
Publication date: 4 July 2016

Louise Canning and Isabelle Szmigin

The purpose of this paper is to examine the contribution of network competence to radical innovation.

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Abstract

Purpose

The purpose of this paper is to examine the contribution of network competence to radical innovation.

Design/methodology/approach

Technological change associated with human body disposal acts as the form of radical innovation in which network competence is examined. Interviews, observations at industry conferences and secondary data are used for the case studies featured and in which network competence is investigated.

Findings

The paper establishes the importance of network competence at the regime and landscape level and the contribution of actors within commercial innovation niches to bringing cremation alternatives to market.

Research limitations/implications

Some of the results are particular to the challenges of network entry and product introduction facing business start-ups and the context of body disposal is unique. Further research should examine network competence and radical innovation in other business fields.

Social implications

Firstly, the context of human body disposal highlights the importance of institutional actors and social systems in bringing cremation alternatives to market. Secondly, focusing on human disposal encourages exchange amongst readers on a subject which is fundamental to man’s existence, yet the discussion of which many might normally choose to avoid.

Originality/value

The paper connects two areas of academic interest, namely, niche management for sustainability and radical innovation in business markets in which networking and network competence are key to the commercialisation of innovation.

Details

Journal of Business & Industrial Marketing, vol. 31 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Open Access
Article
Publication date: 10 January 2023

Anil Engez and Leena Aarikka-Stenroos

Successful commercialization is crucial to innovative firms, but further investigation is needed on how diverse stakeholders can contribute to the commercialization of a radical…

1571

Abstract

Purpose

Successful commercialization is crucial to innovative firms, but further investigation is needed on how diverse stakeholders can contribute to the commercialization of a radical innovation that requires particular market creation support. This paper aims to, therefore, analyze the key stakeholders and their contributive activities in commercialization and market creation, particularly in the case of radical innovations.

Design/methodology/approach

This study relies on qualitative research design including interviews with key stakeholders, such as regulators, scientists, experts, licensing partners, core company representatives and extensive secondary data. This single-case study concerns a functional food product, which is a radical innovation requiring the development of a novel product category positioned between the food and medicine categories in global market settings. Since its market launch in 1995, the involvement of multiple stakeholders was needed for its successful commercialization in over 30 countries.

Findings

Results uncover the contributions of diverse stakeholders to commercialization and market creation, particularly of radical innovation. Stakeholders performed market creation activities such as regulating the marketing and labeling of food products, conducting safety assessments, revealing and validating the positive health effects of the novelty and raising awareness of healthy living and cardiovascular health. The commercialization activities included distributing the products overseas, applying the ingredient to different food products and making the products available for users.

Research limitations/implications

This single-case study provides an overview of the positive stakeholder activities with contributions to market creation and commercialization of functional food innovations. Although the user perspective was not included in the empirical part of this study because of our focus on B2B actors, users of the innovation can contribute to R&D activities to a great extent.

Originality/value

The developed framework of stakeholders’ contributive activities in radical innovation commercialization and market creation contributes to literature discussing market creation as well as commercialization within the marketing and innovation management research fields. This work also generates practical advice for managers who commercialize (radical) innovations.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 6 February 2017

Yu Gao, Yao Li, Maoyong Cheng and Genfu Feng

This paper aims to investigate the curvilinear effects of firms’ market learning on radical innovation and the moderation effects of the focal firms’ horizontal ties and vertical…

Abstract

Purpose

This paper aims to investigate the curvilinear effects of firms’ market learning on radical innovation and the moderation effects of the focal firms’ horizontal ties and vertical ties.

Design/methodology/approach

This study uses regression analysis with the survey data from 303 Chinese firms.

Findings

Explorative/exploitative market learning has an inverted U-shaped/U-shaped effect on radical innovation. The effects of explorative market learning on radical innovation increase when firms have strong horizontal ties, but decrease when firms have strong vertical ties. The opposite is true for the effects of exploitative market learning.

Research limitations/implications

This study uses unilateral data to examine the moderation effects of the focal firms’ vertical and horizontal ties on the market learning-radical innovation links. Future research that conducted in the dyadic-paradigm would be preferable to test the generalizability of this research and address the potential changes.

Originality/value

The value of the current study centers on its integrated framework that incorporates organizational learning theory and the social network perspective to account for radical innovation. The integrative view helps us to interpret the curvilinear effects of market learning on radical innovation and outlines the moderation mechanisms of horizontal ties and vertical ties.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 4 January 2021

Krishnan Iyer and Jayasimha K.R.

This paper aims to investigate the dynamics of the organizational buying process of radical software innovations. Acquisition of technology innovations by early adopting…

Abstract

Purpose

This paper aims to investigate the dynamics of the organizational buying process of radical software innovations. Acquisition of technology innovations by early adopting organizations has been studied previously with scant attention being given to the actual buying process and the risk mitigation mechanism. This paper addresses these gaps in the literature and this paper finds evidence to support that the organizational buying process of radical software innovations is different from the general models of organizational buying.

Design/methodology/approach

Methods from the grounded theory approach were used to conduct 20 in-depth interviews with senior industry practitioners. Purposive sampling was used to identify the participants.

Findings

A theoretical model of the organizational buying process of radical software innovations emerged with themes and concepts that explain the dynamics of the buying and adoption processes. The paper challenges the fundamental tenet of organizational buying that needs recognition triggers the buying process. An interesting nuance was found that risk is mitigated within the buying action itself.

Practical implications

An understanding of the buyer behaviour process will help marketers of radical software innovations to formulate the appropriate marketing response. Sales personnel can attune their customer interactions when helping customers to acquire a radical software innovation. Firms that want to be early adopters and innovate can tune their buying process in line with the findings.

Originality/value

This paper develops a typological buying model. It unravels the dynamics of the adoption process by discussing how early adopting organizations buy radical software innovations. New concepts with rich explanatory powers are discussed.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

1 – 10 of over 23000