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Prior research on business analytics has advanced substantially our understanding of how social media analytics affect business performance. However, the specific value of social media analytics to product innovation has not been fully explored and appreciated. To address this important issue, the present study draws on the resource-based view and the knowledge-based view to examine (1) whether the use of social media analytics strengthens radical product innovation to a greater extent than it does incremental product innovation and (2) how knowledge-exploration competence and knowledge-exploitation competence mediate the influence of social media analytics on radical and incremental product innovation.

This study tested the proposed model using data collected from 205 manufacturing firms. Structural equation modeling was applied to test the research hypotheses using LISREL 8.80 software program.

The statistical findings provide compelling evidence that the use of social media analytics is more likely to lead to radical product innovation than to incremental product innovation. In addition, knowledge-exploration competence only partially mediates the relationship between social media analytics and radical product innovation. Knowledge-exploitation competence not only partially mediates such a relationship, but also fully mediates the link between social media analytics and incremental product innovation.

This study contributes to the social media analytics and innovation literature by offering novel theoretical and empirical insights into how firms can leverage the value of social media analytics to create superior product innovation.

This paper examines the effect of market knowledge on market success of product innovativeness and the moderating role of absorptive capacity. We separated market knowledge into market diversity and market significance components and examined their effects on radical product innovation performance.

This paper adopted the secondary database study. Excluding cases with missing values of main variables, a total of 1,219 Taiwanese manufacturing firms from the Third Taiwan Technology Innovation Survey (TTIS3) database were used to test the hypotheses. A moderated hierarchical regression approach was utilized to analyze the data.

The results revealed that the relationship between market diversity and radical product innovation performance is a predominantly positive concave downward curve. In contrast, the relationship between market significance and radical product innovation performance is a predominantly negative concave downward curve. Furthermore, the results also indicated that absorptive capacity has different moderating effects on the relationships between market diversity/significance and radical product innovation performance. Absorptive capacity enhances the negative effect of market significance but suppresses the positive effect of market diversity on radical product innovation performance.

This paper is the first research which contributes to examining the relationship between market knowledge and radical product innovation sale performance.

While a radical innovation can be embedded in new products or new processes, most studies to date have concentrated on barriers to radical product innovations, with little insights available about the challenges for implementation of radical process innovations.

We theorize a set of barriers to radical process innovation based on a critical case study of an oil company. Our study employs data from 14 semi-structured interviews, one complete participant-observer in the process and access to all corporate documentation. The organization being studied was eventually unable to bring the new process technology to commercialization despite the technology having both technical feasibility and substantive cost savings potential.

We identify five groups of challenges that the company faced: (1) challenges in resource mobilization, (2) challenges in piloting strategy, (3) innovation leadership tensions, (4) tensions in managing shareholders' expectations and (5) product-process innovation tension (i.e. a unique situation when a company implementing a radical process innovation and simultaneously pursues the path to commercialize it as a product innovation).

Sustainable development is one of the major challenges in our era. Process innovations are crucial for achieving sustainability without changing the final product. By providing a list of challenges that executives face in the process of commercializing a radical process innovation, we can help them to achieve sustainability more effectively.

The paper responds to the call to increase our understanding of radical process innovations by utilizing a unique ethnographic research methodology of active participant-observation complemented by independent third-party face-to-face interviews.

Building on the sociotechnical systems theory (STS), the purpose of this paper is to investigate the direct impacts of the social and technical QMs (ISO 9001) practices on both incremental and radical product innovation and the direct relationships relaying QMs (ISO 9001) as a sociotechnical system with incremental and radical product innovation.

The paper opted for a survey instrument to collect quantitative data from 82 Moroccan certified ISO 9001 firm. A partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses.

Results show that the social and technical QMs (ISO 9001) practices do not have a significant relationship with incremental and radical product innovation when they are taken in isolation. However, when ranged together to constitute a whole sociotechnical system of QMs (ISO 9001), QMs (ISO 9001) prove to have a strong positive and significant impact on incremental product innovation and a weak positive and significant impact on radical product innovation.

Because of the small sample size that might weaken the significance of the results and the use of cross-sectional data, this research may lack a large statistical generalizability vis-à-vis the analytical generalization.

The results provide useful implications for managers, suggesting that in order to develop their product innovation, they must ensure that both QMs (ISO 9001) social and technical practices achieve a high level of integration without allowing some quality practices to take over.

Based on the STS, this study is the first to focus primarily on the role of the multi-dimensional structure of QMs (ISO 9001), i.e. social and technical practices, in incremental and radical product innovation.

Despite the important role that exploitation plays in innovation and new product development (NPD), research on the relative impact of internal organisational stocks of existing knowledge on subsequent exploitation is largely absent. In particular, there is lack of clarity within the extant literature regarding the associations between organisational exploitation and, respectively, the distal-proximal technological experience and radical-incremental innovative experience generated by multiproduct firms. Thus, this study seeks to further enhance researchers’ theoretical understanding on the relationship between organisational exploitation and internal knowledge stocks categorised along two dimensions of organisational experience accumulated by multiproduct firms that have not previously been considered jointly.

This paper pursues a focussed literature review approach and applies the underlying theory of exploitation to develop a theory explaining the possible relationships between organisational exploitation and internal knowledge stocks.

Based on the theory of exploitation, this paper proposes a new direction in studying the various internal knowledge stocks and their respective impact on subsequent organisational exploitation.

The proposed research direction suggests an emerging framework of possible relationships between exploitative new radical products development in firms, and respectively, proximal and distal technological experience, and radical and incremental innovative experience, accumulated in multiproduct firms. This novel framework can guide further research on this topic.

To fill a research gap regarding the possible relationships between subsequent exploitative endeavours and two dimensions of organisational experience that have been traditionally associated with the exploration-exploitation construct, this paper proposes and develops a novel typology of knowledge stocks categorised along two dimensions of organisational experience accumulated by multiproduct firms that have not previously been considered jointly in the literature.

This study aims to examine the joint effect of internal quality integration and product innovation on financial performance by considering the mediating roles of incremental and radical product innovation.

A theoretical framework was developed using the organizational capability view. Based on empirical survey data collected from 209 Chinese manufacturing firms, this research uses structural equation modeling and the bootstrapping method to test hypotheses.

The results show that internal quality integration positively impacts incremental and radical product innovation and financial performance. Further, incremental product innovation can promote radical product innovation. Both incremental and radical product innovation partially mediate the relationship between internal quality integration and financial performance.

The findings provide practical guidance for manufacturing companies to engage in quality integration and product innovation. Managers should encourage the internal functional departments to coordinate quality integration while promoting incremental and radical product innovation to occupy a larger market and achieve higher performance.

This research contributes to the literature in two ways. First, this study expands the theoretical research framework of the joint effects of quality integration and product innovation on financial performance. Second, through testing the mediating role of product innovation, this study provides empirical evidence for the intermediate role of internal quality integration for improving financial performance.

Time and time again companies with leading positions in the market place lose their dominance when a radical change occurs in the technological basis. In some cases, the survival of companies is in jeopardy because old technology‐investments hinder managers from adopting new technologies. Following on from the resource‐based view, the purpose of this paper is to develop an approach which explains the ability of a company to generate radical product innovations through the willingness of managers and employees to put aside their existing knowledge and acquire new skills.

The paper uses a causal analytic model to demonstrate the key influences on radical product innovations. The model incorporates formative indicators and we use a partial least squares approach to fit it. Since the central termini of this approach embody hypothetical constructs, causal modeling is the best‐suited approach to capture complex theoretical phenomena.

The results show that the willingness to abandon investments strongly determines radical product innovations. There obviously are key elements for cutting off traditional‐style investments with respect to new ideas that in turn foster radical outcomes.

Since a causal analytic model is used, can be pictured a “real‐world” innovation making process only to a certain extent. Even though this paper covers only a partial view of reality, it cannot fundament an approach that is absolutely free of errors. As for any other model, retests are suggested.

This paper extends the 1998 findings of Tellis and Chandy by offering a more detailed analysis of radical innovation drivers. Results address researchers as well as practitioners, providing insights on coping with difficulties of abandoning traditional investments.

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.

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.

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.

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.

The objective in this study is to examine the relationship between innovation speed, and radical product and process innovations.

A survey of firms in the high‐tech (semiconductor, audio video equipment and computer hardware) industries was conducted. Hypotheses were tested using a hierarchical multiple regression analysis.

The results revealed a significant positive relationship between innovation speed and both radical product and radical process innovations. Radical product and process innovations were highly correlated in the sample.

Response rate was relatively low to the survey, however, control variables were included to ensure accuracy of results. This study empirically tested inter‐innovation relationships within the high‐tech industry.

Findings suggest that firms should not avoid radical innovations with the fear of being late to market. In addition, based on these results, product and process innovations are closely linked to one another, and to innovation speed.

This is one of the few studies to examine inter‐innovation relationships at the firm level.

This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.

Based on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.

The results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.

Our study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.