본문 바로가기
KERD
논문KCI 등재

New product development capabilities and new product performances: moderating role of organizational climate

유재원|Gary L. Frankwick
한국마케팅과학회 (Korean Scholars of Marketing Science)|2012.01|Journal of Global Scholars of Marketing Science(마케팅과학연구) (全球营销科学学报)|제22권 제1호|pp. 83-100|DOI http://dx.doi.org/

1

조회

0

다운로드

6

인용

0

참고문헌

키워드

innovativenessorganizational climateNPD performanceopen-mindnessNPD capability开放思维革新维度组织环境新产品开发能力新产品绩效
주제분류경영학

초록

Corporate culture plays a key role in determining the working climate, leadership style,strategy formulation, organization behavior, and processes of the firm (Saffold, 1988). Culture must permeate an organization to make a difference (O’Reilly, 1997). In the RBV, culture is a valuable organizational resource because it is created over time, is intangible, is difficult to imitate, and has the potential for moving the firm to a position of competitive advantage (Helfat & Peteraf, 2003). Studies show that a strong corporate culture contributes to improved performance, directly in terms of specific achievements (Deshpande´, Farley, & Webster, 1993), or indirectly by enhancing the commitment and motivation associated with those challenges linked to success (Lim, 1995). The goal of this research is to investigate organizational climate factors’(innovativeness and open-mindness) moderating role in the various relationships between NPD capabilities and NPD performance. To understand the specific role of organizational climate factors in the various NPD processes, we suggest viewing NPD capabilities as a composition of various steps (idea generation, idea screening,technical development, market test, and commercialization), and adopted diverse NPD performance metrics (sales change, sales growth, profit performance, market share performance, ROI, ROA, and cash flow). We surveyed 84 US firms (originally from the list of the High-Technology Marketplace Directory) that participated in our research. All companies met the required criteria of developing and commercializing new products. The key informant was the project manager of a recently-developed product. The results of themain effects between new product development capabilities andNPD performance show that most of new product capabilities, except technical development,are positively associated with various NPD performance metrics. For example, idea generation is positively associated with sales growth, market share, operation profit, ROI and ROA. Idea screening is significantly associated with sales growth, market share,operation profit, ROI and ROA. Commercialization also showed positive relationships with sales growth, market share, operation profit, ROI and ROA. However, all of the relationships between technical development and new product performance are not significant. Market test also has no significant relationship with operation profit or ROA. Based on the moderated regression analysis results, we found a significant moderating role of open-mindness culture in the link betweenNPDcapabilities andNPDperformance. For instance, open-mindness moderates the effects of idea generation on sales growth,market share, operation profit, ROI, and ROA. Open-mindness also moderates the effects of idea screening on sales growth,market share, operation profit,ROI, andROA.However,for technical development only the effect on the market share is moderated by openmindness. For market test and commercialization, open-mindness only has significant moderating effect on sales growth and market share. For innovativeness culture, the findings indicate that innovativeness influences the relationship between idea generation and sales growth, market share, operation profit,ROI, and ROA. Innovativeness also moderates the effects of idea screening on sales growth, market share, operation profit, ROI, and ROA. When we examined commercialization, we found significant interaction effects with sales growth, market share, operation profit, ROI and ROA performance. Although not all performance dimensions are supported in our hypotheses, the results suggest that researchers must understand the research context and choose meaningful variables of NPD performance dimensions for suggesting appropriate explanations. Additional research is needed to test other types of organizational cultures. Organizational culture is a complex construct that encompasses many dimensions. Future research could be directed toward the inclusion of other important dimensions.

Abstract

Corporate culture plays a key role in determining the working climate, leadership style,strategy formulation, organization behavior, and processes of the firm (Saffold, 1988). Culture must permeate an organization to make a difference (O’Reilly, 1997). In the RBV, culture is a valuable organizational resource because it is created over time, is intangible, is difficult to imitate, and has the potential for moving the firm to a position of competitive advantage (Helfat & Peteraf, 2003). Studies show that a strong corporate culture contributes to improved performance, directly in terms of specific achievements (Deshpande´, Farley, & Webster, 1993), or indirectly by enhancing the commitment and motivation associated with those challenges linked to success (Lim, 1995). The goal of this research is to investigate organizational climate factors’(innovativeness and open-mindness) moderating role in the various relationships between NPD capabilities and NPD performance. To understand the specific role of organizational climate factors in the various NPD processes, we suggest viewing NPD capabilities as a composition of various steps (idea generation, idea screening,technical development, market test, and commercialization), and adopted diverse NPD performance metrics (sales change, sales growth, profit performance, market share performance, ROI, ROA, and cash flow). We surveyed 84 US firms (originally from the list of the High-Technology Marketplace Directory) that participated in our research. All companies met the required criteria of developing and commercializing new products. The key informant was the project manager of a recently-developed product. The results of themain effects between new product development capabilities andNPD performance show that most of new product capabilities, except technical development,are positively associated with various NPD performance metrics. For example, idea generation is positively associated with sales growth, market share, operation profit, ROI and ROA. Idea screening is significantly associated with sales growth, market share,operation profit, ROI and ROA. Commercialization also showed positive relationships with sales growth, market share, operation profit, ROI and ROA. However, all of the relationships between technical development and new product performance are not significant. Market test also has no significant relationship with operation profit or ROA. Based on the moderated regression analysis results, we found a significant moderating role of open-mindness culture in the link betweenNPDcapabilities andNPDperformance. For instance, open-mindness moderates the effects of idea generation on sales growth,market share, operation profit, ROI, and ROA. Open-mindness also moderates the effects of idea screening on sales growth,market share, operation profit,ROI, andROA.However,for technical development only the effect on the market share is moderated by openmindness. For market test and commercialization, open-mindness only has significant moderating effect on sales growth and market share. For innovativeness culture, the findings indicate that innovativeness influences the relationship between idea generation and sales growth, market share, operation profit,ROI, and ROA. Innovativeness also moderates the effects of idea screening on sales growth, market share, operation profit, ROI, and ROA. When we examined commercialization, we found significant interaction effects with sales growth, market share, operation profit, ROI and ROA performance. Although not all performance dimensions are supported in our hypotheses, the results suggest that researchers must understand the research context and choose meaningful variables of NPD performance dimensions for suggesting appropriate explanations. Additional research is needed to test other types of organizational cultures. Organizational culture is a complex construct that encompasses many dimensions. Future research could be directed toward the inclusion of other important dimensions.

참고문헌 (72)

  1. Aghdaie, S. F. A., "The comparative analysis of affecting factors on purchasing domestic and imported cars in Iran market: Using AHP technique", International Journal of Marketing Studies, 3(2), pp.142~150 (2011)
  2. Ahuja, G, "Where do resources come from? The role of idiosyncratic situations", Strategic Management Journal, 25, pp.887~907 (2004)
  3. Amit, R, "assets and organizational rent", Strategic Management Journal, 14, pp.33~46 (1993)
  4. Andriopoulos, C., "Determinants of organizational creativity: A literature review", Management Decision, 39, pp.834~840 (2001)
  5. Baird, K., "The relationships between organizational culture, total quality management practices and operational performance. International Journal of Operations & Production Management, 31", International Journal of Operations & Production Management, 31, pp.789~814 (2011)
  6. Barney, J. B., "Firm resources and sustained competitive advantage", Journal of Management, 17(1), pp.99~120 (1991)
  7. Barney, J. B., "Organizational culture: Can it be a source of sustained competitive advantage?", Academy of Management Review, 11, pp.656~665 (1986)
  8. Barnholt, E. W., "Fostering business growth with breakthrough innovation", Research Technology Management, 40(2), pp.12~16 (1997)
  9. Blau, J., "Siemens Nixdorf moves to knowledge culture", Research Technology Management, 40(3), pp.3~4 (1997)
  10. Bollen, K. A., "Structural equations with latent variables" (1989), John Wiley & Sons
  11. Brand, A., "Knowledge management and innovation at 3M.", Journal of Knowledge Management, 2(1), pp.17~22 (1998)
  12. Capon, N., "Profiles of product innovators among large US manufacturers", Management Science, 38(2), pp.157~160 (1992)
  13. Calantone R. J., "Decomposing product innovativeness and its effects on new product success", Journal of Product Innovation Management, 23(5), pp.408~421 (2006)
  14. Conner, D. R., "Managing at the spped of change: How resilient managers succeed and prosper where others fail" (1992), Villard Books
  15. Conner, K. R., "A resource-based theory of the firm: Knowledge versus opportunism", Organization Science, 7, pp.477~501 (1996)
  16. Cooper, R. G., "Identifying industrial new product success: Project new prod", Industrial Marketing Management, 8(2), pp.124~135 (1979)
  17. Cooper, R. G., "Benchmarking firm’s critical success factors in new product development", Journal of Product Innovation Management, 12, pp.374~391 (1995)
  18. Costa, P. T., "Revised NEO personality inventory (NEO PI-R) and NEO fivefactor inventory (NEO-FFI) professional manual" (1992), Psychological Assessment Resources
  19. Danneels, E., "Product degree of novelty of innovation from the firm’s perspective: Its dimensions and their relation with project selection and performance", Journal of Product Innovation Management, 18(6), pp.357~373 (2001)
  20. De Berntani, U., "Innovative versus incremental new business services: Different keys for achieving success", Journal of Product Innovation Management, 18(3), pp.169~187 (2001)
  21. De Berntani, U., "Corporate culture and commitment: Impact on performance of international new product development programs", Journal of Product Innovation Management, 21(5), pp.309~333 (2004)
  22. De Bretani, U., "Success in global new product development: Impact of strategy and the behavioral environment of the firm", Journal of Product Innovation Management, 27(2), pp.143~160 (2010)
  23. De Long, D. W., "Diagnosing cultural barriers to knowledge management", Academy of Management Executive, 14(4), pp.113~127 (2000)
  24. Denison, D. R., "Bringing corporate culture to the bottom line", Organizational Dynamics, 13(2), pp.5~22 (1984)
  25. Denton, D. K., "Creating a winning organization", Empowerment in Organizations, 6(3), pp.81~89 (1998)
  26. Deshpande´, R., "Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadric analysis", Journal of Marketing, 57(1), pp.23~37 (1993)
  27. Dyer, W. G., "Cultural change in family firms: Anticipating and managing business and family transitions" (1986), Jossey-Bass
  28. Garcia, R., "A critical look at technological innovation typology and innovativeness terminology: A literature review", Journal of Product Innovation Management, 19(2), pp.110~132 (2002)
  29. George, J. M., "When openness to experience and conscientiousness are related to creative behavior: An international approach", Journal of Applied Psychology, 86, pp.513~524 (2001)
  30. Griffin, A., "PDMA research on new product development practices: Updating trends and benchmarking best practices", Journal of Product Innovation Management, 14, pp.429~458 (1997)
  31. Hall, R., "The strategic analysis of intangible resources", Strategic Management Journal, 13(2), pp.135~144 (1992)
  32. Helfat, C. E., "The dynamic resource-based view: Capability lifecycles", Strategic Management Journal, 24, pp.997~1010 (2003)
  33. Hofer, C. W., "Strategic formulation: Analytical concepts" (1978), West
  34. Horton, R. B., "‘Surprises’ governance", Directors and Boards, 16(3), pp.9~11 (1992)
  35. Hoyle, R. H., "Writing about structural equation models, In Structural equation modeling, concepts, issues, and applications", pp.158~176 (1995), Sage Publications
  36. Kahn, K. B., "Market orientation, interdepartmental integration, and product development performance", Journal of Product Innovation Management, 18(5), pp.314~323 (2001)
  37. Kandemir, D., "An exploration of organizational factors in new product development success", The Journal of Business and Industrial Marketing, 21, pp.300~310 (2006)
  38. Kleinschmidt, J. E., "Performance of global new product development programs: A resource-based view", Journal of Product Innovation Management, 24(5), pp.419~441 (2007)
  39. Knox, S., "The boardroom agenda: Developing the innovative organization", Corporate Governance, 2(1), pp.27~36 (2002)
  40. Krasnikov, A., "The relative impact of marketing, research-anddevelopment, and operations capabilities on firm performance", Journal of Marketing, 72, pp.1~11 (2008)
  41. Kuczmarski, T., "The ten traits of an innovative mindset", Journal for Quality and Participation, 21(6), pp.44~46 (1998)
  42. Lim, B., "Examining the organizational culture and organizational performance link", Leadership and Organization Development Journal, 16(5), pp.16~21 (1995)
  43. Mahoney, J. T., "The resource-based view within the conversation of strategic management", Strategic Management Journal, 13, pp.363~380 (1992)
  44. Maidique, M. A., "A study of success and failure in product innovation: The case of the US electronics industry", IEEE Transactions on Engineering Management, 31(4), pp.192~203 (1984)
  45. McCrae, R. R., "Social consequences of experiential openness", Psychological Bulletin, 120, pp.323~337 (1996)
  46. McCrae, R. R., "Conceptions and correlates of openness to experience, In Handbook of personality psychology", pp.825~847 (1997), Academic Press
  47. Montoya-Weiss, M. M., "Determinants of new product performance: A review and meta-analysis", Journal of Product Innovation Management, 11, pp.397~417 (1994)
  48. Nelson, R. R., "Why do firms differ and how does it matter?", Strategic Management Journal, 13, pp.363~380 (1991)
  49. Nelson, R. R., "An evolutionary theory of economic change" (1982), Harvard University Press
  50. Oliver, R. L., "An empirical test of the consequences of behavior- and outcome-based sales control systems", Journal of Marketing, 58(4), pp.53~67 (1994)
  51. O’Reilly, B., "The secrets of America’s most admired corporations: New ideas–new products", Fortune, 3, pp.60~64 (1997)
  52. Pelham, A. M., "A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance", Journal of the Academy of Marketing Science, 24(1), pp.27~43 (1996)
  53. Porter, M. E., "Competitive advantage: Creating and sustaining superior performance" (1985), Free Press
  54. Prahalad, C. K., "The core competence of the corporation", Harvard Business Review, 68(3), pp.79~91 (1990)
  55. Prahalad, C. K., "The dominant logic: A new linkage between diversity and performance", Strategic Management Journal, 7, pp.485~501 (1986)
  56. Raudsepp, E., "Are you flexible enough to succeed?", Manage, 42(2), pp.6~10 (1990)
  57. Reed, R., "Causal ambiguity, barrier to imitation, and sustainable competitive advantage", Academy of Management Review, 15(1), pp.88~102 (1990)
  58. Robenstein, A. H., "Factors influencing innovation success at the project level", Research Management, 19, pp.258~291 (1976)
  59. Saffold, G. S., "Culture traits, strength, and organizational performance: Moving beyond ‘strong’ culture", Academy of Management Review, 13, pp.546~558 (1988)
  60. Schein, E., "Organizational culture", American Psychologist, 45(2), pp.109~119 (1990)
  61. Schein, E., "Organizational culture and leadership (2nd ed.)" (1992), Jossey-Bass
  62. Schumacker, R. E., "A beginner’s guide to structural equation modeling (2nd ed.)" (2004), Lawrence Erlbaum
  63. Sharma, S., "Identification and analysis of moderator variables", Journal of Marketing Research, 18(3), pp.291~301 (1981)
  64. Sinkula, J. M., "A framework for market-based organizational learning: Linking values, knowledge, and behavior", Journal of the Academy of Marketing Science, 25(4), pp.305~318 (1997)
  65. Smith, M., "The development of an innovation culture", Management Accounting, 76, pp.22~24 (1998)
  66. Song, M. X., "A cross-national comparative study of new product development processes: Japan and the United States", Journal of Marketing, 61(2), pp.1~18 (1997)
  67. Song, M. X., "The determinants of Japanese new product successes", Journal of Marketing Research, 34(1), pp.64~76 (1997)
  68. Song, M. X., "The R&D-marketing interface in Japanese high-technology firms", Journal of Product Innovation Management, 9(2), pp.91~112 (1992)
  69. Teece, D. J., "Dynamic capabilities and strategic management", Strategic Management Journal, 18(7), pp.509~533 (1997)
  70. Utterback, J. M., "The process of innovation in five industries in Europe and Japan", IEEE Transactions on Engineering Management, 23, pp.3~9 (1976)
  71. Verhees, F. J. H. M., "Performance exceptions of small firms considering radical product innovation", Journal of Business Research, 63, pp.772~777 (2010)
  72. Wasmer, D. J., "Using organizational culture to design internal marketing strategies", Journal of Services Marketing, 5(1), pp.35~46 (1991)

관련 논문AI추천

기업 조직혁신문화와 지식재산권 중요성 인식, 신제품 개발 내부 활동이 신제품 개발 성과에 미치는 영향에 관한 탐색적 연구김홍철, 황보윤한국벤처창업학회 · 벤처창업연구2014 · 제9권 제6호A Study on Global Orientation in New Product Development among Small and Medium-Sized Firms곽주영, 이동진, 정인식경영연구소 · Seoul Journal of Business2012 · 제18권 제1호A comparison of new product success factors across advanced countries: A multi-level approach이영우, 조영삼한국지식경영학회 · 지식경영연구2020 · 제21권 제2호The Effects of Market Orientation, Marketing and R&D Interface and Technology Orientation on Product Creativity and Performance양영익한국전략마케팅학회 · 마케팅논집(Journal of Marketing Studies)2010 · 제18권 제3호The Moderating Role of Geographic Diversity on the Relationship between Environmental Uncertainty and Organizational Implementation Capabilities이건봉한국상품학회 · 상품학연구2018 · 제36권 제6호Launch timing and launch activities proficiency as antecedents to new product performanceC. Anthony Di Benedetto, Gaia Rubera, Roger Calantone한국마케팅과학회 · Journal of Global Scholars of Marketing Science(마케팅과학연구)2012 · 제22권 제4호

이 간행물의 다른 논문 (4건)

Consumer innovativeness and consideration set as antecedents of the consumer decision process for highly globalized new products: a three-country empirical study김우양, James M. Hunt, C. Anthony Di Benedettopp. 1-23Antecedents of brand trust in online tertiary education: a tri-nation studyKim-Choy Chungpp. 24-44Clarifying the relationship between materialism and well-being: testing for reciprocal and third-variable effectsJaratchwahn Jantarat, George P. Moschis, Fon Sim Ong, Sarinya Laisawatpp. 45-69‘We’ or ‘Me’ consumer goods: a cross-national look at self-construal and gender in product choiceDavid Ackerman, Christina Chungpp. 70-82
원문 보기