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.
PurposeThis research adopts Hofstede's typology of culture as a framework to test for cultural differences regarding consumer verbal behaviors in the context of a service provider switching incident.Design/methodology/approachThe study includes respondents from five countries selected to provide global diversity by including cultures from Asia, Europe, South America, and North America. Cooperation from a variety of businesses was utilized in each country investigated to survey employees.FindingsFindings indicate there are significant relationships between cultural orientation and: the propensity of engaging in discussion of service switching incidents; communication valence; the social network that private word‐of‐mouth is shared with; the likelihood of public complaint behavior.Research limitations/implicationsThe sample, while five‐country in design, is somewhat limited by its representation at the extremes (i.e. most developed and least developed) and from urban populations only. Within‐country differences are also not considered. A broad range of service sectors strengthens the results, but does not allow for sector‐specific conclusions. The results of this study can assist global service providers to better understand the role that culture plays in customer verbal behaviors as well as providing direction to formulate strategies and tactics to better manage the complaint process.Originality/valueAs service organizations become more globally diverse, understanding the subtle influences of cultural differences becomes increasingly important for building effective customer relationships. No study to date has examined consumer post‐switching verbal behaviors across a broad range of cultural settings.
Purpose Drawing on the resource-based view, this study aims to examine how family involvement in migrant-founded small businesses gives rise to distinctive resources that help these businesses survive. Design/methodology/approach Using microdata from the 2007 US survey of business owners (SBO), this study uses logit regression modeling to test the hypothesized relationships. Findings Results show that small businesses founded by migrant entrepreneurs are less likely to survive and that family involvement weakens the negative relationship between founder migrant status and business survivability. In addition, the positive moderating effect associated with family involvement is further strengthened by the use of external/borrowing startup capital, thus migrant families founded small businesses with access to external capital have the highest probability of survival. Originality/value This study contributes to the literature on both migrant entrepreneurship and family business. This paper finds family involvement in the business, interacting with the founder’s migrant status, tends to create distinctive resource endowments that help to compensate for the resource constraints associated with migrant entrepreneurs. Such resource endowments may take the form of high levels of solidarity among migrant family members and the spanning role of the migrant kinship networks extended from the country of origin to the country of residence.
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