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Some scholars have suggested recently that a market-oriented culture leads to superior performance, at least in part, because of the new products that are developed and are brought to market. Others have reinforced this wisdom by revealing that a market-oriented culture enhances organizational innovativeness and new product success, both of which in turn improve organizational performance. These scholars do not reveal, however, through which new product development (NPD) activities a market-oriented culture is converted into superior performance.To determine how critical NPD activities are for a market-oriented firm to achieve superior performance, our study uses data from 126 firms in The Netherlands to investigate the structural relationships among market orientation, new product advantage, the proficiency in new product launch activities, new product performance, and organizational performance. We focus on product advantage-because product benefits typically form the compelling reasons for customers to buy the new productand on the launch proficiency-as the launch stage represents the most costly and risky part of the NPD process. Focusing on the launch stage also is relevant because it is only during the launch that it will become evident whether a market orientation has crystallized into a superior product in the eyes of the customer.The results provide evidence that a market orientation is related positively to product advantage and to the proficiency in market testing, launch budgeting, launch strategy, and launch tactics. Product advantage and the proficiency in launch tactics are related positively to new product performance, which itself is related positively to organizational performance. Market orientation has no direct relationship to new product performance and to organizational performance.An important implication of our study is that the impact of a market orientation on organizational performance is channeled through the effects of a market orientation on product advantage and launch proficiency; subsequently through the effects of product advantage and the proficiency in launch tactics on new product performance; and finally through the effect of new product performance on organizational performance. These channeling effects are much more subtle and complex than the direct relationship of market orientation on organizational performance previously assumed. Another implication of our study is that the impact of a market orientation on performance occurs through the launch activities rather than being pervasive to all organizational processes and activities. A reason for this finding may be that NPD is the one element of the marketing mix that

Service sectors form a considerable part of the world economy. Contrary to the logical assumption that service innovation research should represent a significant share of all innovation research, the vast majority of innovation studies focus on products as opposed to services. This research presents a meta‐analysis of the antecedents of service innovation performance conducted on 92 independent samples obtained from 114 articles published between 1989 and 2015. This research contributes to our understanding of service innovation in three major ways. First, this is the first meta‐analysis that specifically assesses the relative importance of antecedents of service innovation performance, while also pinpointing the differences in meta‐analytic findings between antecedents of service and product innovation performance. Although there are some universal success factors that transcend the boundaries between services and products, the presence of marked differences implies that it would be wrong to treat the development of new services and new products as the same. Second, the meta‐analysis demonstrates that the antecedents of service innovation performance are contingent on the sector context (i.e., explicit versus tacit services). Comparing results between products and services, and between tacit and explicit services, there appears to be a continuum where explicit services sit interstitial between tacit services on one side and products on the other. Third, the meta‐analysis compares and contrasts the antecedents of two dimensions of service innovation performance (i.e., commercial success and strategic competitive advantage). Previous meta‐analyses treated these two dependent variables collectively, which falls short of identifying issues that may affect management decisions when faced with different objectives. Additionally, this research investigates the effect of several other moderators (i.e., culture, unit of analysis, journal quality, and year of publication) on the relationships between the antecedents and service innovation performance. The results are discussed in relation to their implications for research and managerial practice.

In a circular economy (CE), the economic and environmental value of materials is preserved for as long as possible by keeping them in the economic system, either by lengthening the life of the products formed from them or by looping them back in the system to be reused. The notion of waste no longer exists in a CE, because products and materials are, in principle, reused and cycled indefinitely. Taking this description as a starting point, the article asks which guiding principles, design strategies, and methods are required for circular product design and to what extent these differ from the principles, strategies, and methods of eco-design. The article argues that there is a fundamental distinction to be made between eco-design and circular product design and proceeds to develop, based on an extensive literature review, a set of new concepts and definitions, starting from a redefinition of product lifetime and introducing new terms such as presource and recovery horizon. The article then takes Walter Stahel's Inertia Principle as the guiding principle in circular product design and develops a typology of approaches for Design for Product Integrity, with a focus on tangible durable consumer products. The newly developed typology contributes to a deeper understanding of the CE as a concept and informs the discussion on the role of product design in a CE. Keywords:circular economy closed loop eco-design product design product durability remanufacturing Conflict of interest statement: The authors have no conflict to declare.

Sustainable business model innovation is an emerging topic, but only few tools are currently available to assist companies in sustainable business modelling. This paper works towards closing this gap by bringing together 'design thinking' and 'sustainable business model innovation' to refine the creative process of developing sustainable value propositions and improve the overall business modelling process. This paper proposes a new workshop framework based on a value mapping process, which was developed by literature synthesis, expert interviews, and multiple workshops. The framework was transferred into a workshop routine and subsequently tested with companies and students. The resulting 'Value Ideation' process comprises value ideation, value opportunity selection, and value proposition prototyping. The integration of design thinking into the innovation process helps to create additional forms of value and include formerly underserved stakeholders in the value proposition. Thus, the Value Ideation process helps companies to improve their performance while becoming more sustainable. Workshop evaluations revealed that the Value Ideation process assists companies in enhancing their value proposition by including positive economic, societal, and environmental value and a wider range of stakeholder interests. The 'design thinking' elements stimulate the ideation process and help to harmonise often conflicting stakeholder interests.