Reward structures can have a significant impact on the performance of new product development (NPD) teams. However, there are several gaps in our understanding of how different types of extrinsic rewards influence the creative performance of NPD teams. Drawing on key theoretical objectives for advancing rewards-creativity research in general, and NPD research in particular, this study incorporates a cognitive and behavioral view of rewards use. In so doing, we distinguish between three kinds of extrinsic rewards: financial, recognition, and social (based on their properties). We then draw upon self-determination theory to hypothesize the differential effects of three types of extrinsic rewards on intrinsic task motivation, and subsequently the creative performance of NPD teams. The proposed framework is tested using two rounds of survey data from 238 members of 64 NPD teams in the high-tech industry. Results of a multilevel structural equation modeling (MLSEM) analysis show that financial rewards have a negative relationship with intrinsic task motivation, while recognition and social rewards have a positive influence. Complexity of the product being developed not only helps to mitigate the negative effects of financial rewards on intrinsic task motivation, but it also reduces the positive effects of social rewards on intrinsic task motivation. Intrinsic task motivation is found to have a positive effect on NPD creative performance in terms of both the developed product's degree of innovation and its quality. Theoretical and managerial implications are explored.
Les recherches consacrées à l'orientation marché se sont multipliées depuis les travaux fondateurs de Kohli et Jaworski (1990) et de Narver et Slater (1990). Elles se sont essentiellement structurées autour du thème de la relation entre orientation marché et performance organisationnelle, la question étant en grande partie résolue par la publication de trois méta-analyses (Rodriguez Cano, Carrillat et Jaramillo, 2004; Kirca, Jayachandran et Bearden, 2005; Ellis, 2006). Deux questions restent sous-explorées: celle de la définition du concept, et celle de sa mise en œuvre. En regard du premier thème, cet article propose une intégration des approches existantes de l'orientation marché, aujourd'hui éparses, qui, au-delà d'une définition plus complète et d'une meilleure structuration du concept, conduit à mieux comprendre ses liens avec la performance organisationnelle. En regard du second thème, il propose une revue critique des méthodes existantes, ce qui fonde la proposition de pistes de recherche.
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