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Articles 1 - 6 of 6
Full-Text Articles in Business
Managing New Product Definition In Highly Dynamic Environments, Shantanu Bhattacharya, Viswanathan Krishnan, Vijay Mahajan
Managing New Product Definition In Highly Dynamic Environments, Shantanu Bhattacharya, Viswanathan Krishnan, Vijay Mahajan
Research Collection Lee Kong Chian School Of Business
In highly dynamic environments, characterized by changing customer preferences and uncertainty about competitive products, managing the development of a new product is a complex managerial task. The traditional practice, recommended in the literature, of reaching a sharp definition early in the new product development (NPD) process may not be optimal, desirable or even feasible in such dynamic situations. Under high uncertainty, forcing early finalization of specifications may result in a firm getting locked into an incorrect definition. Based on our study of NPD in the high technology industry, we present a model of an approach called real-time definition, in which …
Market Orientation And Organizational Performance: Is Innovation A Missing Link?, Jin K. Han, Namwoon Kim, Rajendra K. Srivastava
Market Orientation And Organizational Performance: Is Innovation A Missing Link?, Jin K. Han, Namwoon Kim, Rajendra K. Srivastava
Research Collection Lee Kong Chian School Of Business
In recent years, a market-oriented corporate culture increasingly has been considered a key element of superior corporate performance. Although organizational innovativeness is believed to be a potential mediator of this market orientation - corporate performance relationship, much of the evidence to date remains anecdotal or speculative. In this context, a systematic framework is presented to test the postulated market orientation-innovation-performance chain. To this end, the direct causality assumption of market orientation on organizational performance is examined with Narver and Slater's (1990) market orientation framework. Moreover, a componentwise approach is taken, and an examination is conducted of how the 3 core …
Market Orientation And Organizational Performance: Is Innovation A Missing Link?, Jin K. Han, Namwoon Kim, Rajendra K. Srivastava
Market Orientation And Organizational Performance: Is Innovation A Missing Link?, Jin K. Han, Namwoon Kim, Rajendra K. Srivastava
Research Collection Lee Kong Chian School Of Business
In recent years, a market-oriented corporate culture increasingly has been considered a key element of superior corporate performance. Although organizational innovativeness is believed to be a potential mediator of this market orientation-corporate performance relationship, much of the evidence to date remains anecdotal or speculative. In this context, the authors present a systematic framework to test the postulated "market orientation-innovation-performance" chain. To this end, the direct causality assumption of market orientation on organizational performance is examined with Narver and Slater's (1990) market orientation framework. Moreover, the authors take a componentwise approach and examine how the three core components of market orientation …
Generalizations About Trust In Marketing Channel Relationships Using Meta-Analysis, Inge Geyskens, Jan-Benedict E. M. Steenkamp, Nirmalya Kumar
Generalizations About Trust In Marketing Channel Relationships Using Meta-Analysis, Inge Geyskens, Jan-Benedict E. M. Steenkamp, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
This meta-analysis examines the role of trust in marketing channels. First, the analysis of painwise relationships involving trust indicates that trust, on average, exhibits a robust and strong relationship with other channel relationship constructs under a wide range of different conditions. Next, we explored systematic patterns of variation in the correlations. The results demonstrate that the use of experiments, samples drawn from multiple industries, and US data tend to produce larger effects than the use of field studies, samples drawn from a single industry, and European data respectively do. Various other methodological characteristics of studies did not have significant effects. …
Interdependence, Punitive Capability, And The Reciprocation Of Punitive Actions In Channel Relationships, Nirmalya Kumar, Lisa K. Scheer, Jan-Benedict E. M. Steenkamp
Interdependence, Punitive Capability, And The Reciprocation Of Punitive Actions In Channel Relationships, Nirmalya Kumar, Lisa K. Scheer, Jan-Benedict E. M. Steenkamp
Research Collection Lee Kong Chian School Of Business
Using data from automobile dealers in the Netherlands, the authors find that dealers' punitive actions toward their key suppliers are affected by their perceptions of their own and their supplier's interdependence and punitive capabilities, as well as by the supplier's punitive actions. Punitive actions are affected by interdependence, but a more complete picture is achieved by also examining punitive capability. The authors test hypotheses based on bilateral deterrence, conflict spiral, and relative power theories, but none of these comprehensively explains the effects of both total power and power asymmetry. Dealer punitive actions are inhibited as total interdependence increases, but are …
Market-Based Assets And Shareholder Value: A Framework For Analysis, Rajendra Kumar Srivastava, Tasadduq A. Shervani, Liam Fahey
Market-Based Assets And Shareholder Value: A Framework For Analysis, Rajendra Kumar Srivastava, Tasadduq A. Shervani, Liam Fahey
Research Collection Lee Kong Chian School Of Business
The authors develop a conceptual framework of the marketing-finance interface and discuss its implications for the theory and practice of marketing. The framework proposes that marketing is concerned with the task of developing and managing market-based assets, or assets that arise from the commingling of the firm with entities in its external environment. Examples of market-based assets include customer relationships, channel relationships, and partner relationships. Market-based assets, in turn, increase shareholder value by accelerating and enhancing cash flows, lowering the volatility and vulnerability of cash flows, and increasing the residual value of cash flows. ABSTRACT FROM AUTHOR Copyright of Journal …