The marketing concept states that firms who first determine and then satisfy customer needs should realize superior performance. Market orientation (MO) operationalizes the marketing concept and is the organization-wide generation of market intelligence, dissemination of the intelligence across departments, and organization-wide responsiveness to it (Kohli and Jaworski, 1990). Market oriented firms should enjoy successful new product programs . However, empirical findings are mixed. This research conceptualizes MO at the departmental level, specifically within cross-functional new product teams. Findings here suggest interfunctional market orientation (IFMO), between marketing and technology groups, is directly related to new product program success.
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.
In recent years, organic food production has been rising dramatically both in the EU and the USA. Previous research on consumer perception of organic food has mainly employed questionnaire survey methods. However, in the current age of the social network phenomenon, social media could prove to be a rich source of data. Increasingly, consumers are using social networks to share personal attitudes and experiences. This shared content could inform us about consumer opinions. Social network analysis and related sentiment analysis could allow identification of consumers’ experience and feelings about organic food. We investigated the perception of organic food using 1,325,435 Instagram interactions by 313,883 users worldwide. The data were recorded between July 4, 2016, and April 19, 2017. We identified three major hashtag areas (healthy, vegan, and clean food). The sentiment analysis revealed three dominant areas related to the #organicfood hashtag (feelings, taste, and appearance). Cluster analysis extracted four areas, as follows: Healthy living, Vegetarian, vegan, and raw diets, Clean eating, and Active healthy living. The mentioned communities are significant and useful at identification of customers values for farmers organic food product management and marketing communication in terms of product positioning.
The aim of this paper is to examine the communication content of Instagram social network users, on the basis of the hashtags they use relating to gamification and to define communities within the network in the context of education. The results are based on the analysis of Instagram's worldwide social network. Primary data were collected using script to capture communication on the social network Instagram. The analysis included Instagram photos selected on the basis of hashtag #gamification (17,994 contributions). The results identify that the most commonly associated expressions with hashtags #gamification are hashtags associated with education and business, especially where startup and innovation are concerned. On the basis of an analysis visually isolated communities with an average modularity of 0.506 were identified, which relate to the communication of the gamification on the social network Instagram: 1) Education, 2) Entrepreneurship, 3) Gamification in general, 4) Social and 5) Enjoyment. The benefit of analysis for the education area is to identify the university's links between Education and Entrepreneurship and the Teacher and Trust between education and enjoyment.
Luck is a complex concept that has received extensive exposure in the philosophical literature. However, as a variable relating to an individual's professional success, it has seen little exposure in the management literature, and any previous work in that literature has defined luck only in the most general terms. Luck depends on many factors. Moral luck differs from epistemic luck, and each has complex sub-dimensions. These are explained, and in that explanation, four other constructs are shown to relate to luck, namely, attribution theory, locus of control theory, victimization and, finally, professional success. Several research hypotheses are offered, and possible explanatory models are presented relating these constructs. PurposeThe purpose of this article is to initiate a discussion on the impact and perception of luck on professional success. Previous research involving luck failed to use a rigorous, philosophically based, theoretical definition of luck. Also, previous research lacked attempts to relate behavioral constructs that could naturally flow from a rigorous definition of luck to professional success or luck in business. Luck's sub-dimensions will be defined, and from these definitions, hypotheses will be offered relating luck to several other behavioral constructs that have been well established in the management literature. As a result of these hypotheses, further empirical research on the hypothesized relationships can be initiated. The Concept of Luck"Eirik had a wife who was named Thjodhild, and two sons; the one was named Thorstein, and the other Leif. Leif had sailed to Norway, and was there with King Olaf Tryggvason … Once upon a time the king entered into conversation with Leif, and asked him, "Dost thou purpose sailing to Greenland in summer?" Leif answered, "I should wish so to do, if it is your will." The king replied, "I think it may well be so; thou shalt go on my errand, and preach Christianity in Greenland." "And thou shalt carry," said he, "good luck with thee in it." "That can only be," said Leif, "if I carry yours with me." Leif set sail as soon as he was ready. He was tossed about a long time out at sea, and lighted upon lands of
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