The importance of innovative product design (IPD) has increased in recent years because customers' decision-making factors have changed from product price to product design. However, a definition and measurement of IPD have not been developed adequately. Building on the customer perspective, this study defines IPD and develops its standard measurement with three product design attributes: aesthetics, features, and ergonomics. Results of the empirical test indicate strong evidence for the reliability and validity of the measurement. Overall, this study shows that our measurement captures unique customer perceptions on product innovativeness from the product design. Additionally, theoretical and practical implications are discussed. ;32(2):224-232 IMPORTANCE OF AN INNOVATIVE PRODUCT DESIGN ON CUSTOMER BEHAVIOR J PROD INNOV MANAG 229 2015;32(2):224-232 Souder, W. E., and M. X. Song. 1997. Contingent product design and marketing strategies influencing new product success and failure in U.S. and Japanese electronics firms. Journal of Product Innovation Management 14 (1): 21-34. Taylor, V. A., and W. O. Bearden. 2002. The effects of price on brand extension evaluations: The moderating role of extension similarity. Journal of the Academy of Marketing Science 30 (2): 131-40. Tellis, G. J., J. Prabhu, and R. Chandy. 2009. Innovation of firms across nations: The pre-eminence of internal firm culture. Journal of Marketing 73 (1): 3-23. The American Heritage Science Dictionary. 2005. Definitions. Available at http://www.dictionary.reference.com. Ulrich, K. T. 2011. Design is everything? Journal of Product Innovation Management 28: 394-98. Verganti, R. 2008. Design, meanings, and radical innovation: A metamodel and a research agenda. Journal of Product Innovation Management 25 (5): 436-56. Voss, K. E., E. R. Spangenberg, and B. Grohmann. 2003. Measuring the hedonic and utilitarian dimensions of consumer attitude. Journal of Marketing Research 40: 310-20. IMPORTANCE OF AN INNOVATIVE PRODUCT DESIGN ON CUSTOMER BEHAVIOR J PROD INNOV MANAG 231 2015;32(2):224-232 Walsh, V. 1996. Design, innovation and the boundaries of the firm. Research Policy 25: 509-29. Yoo, J., and G. L. Frankwick. 2012. New product development capabilities and new product performances: Moderating role of organizational climate. Journal of Global Scholars of Marketing Science 22: 83-100. Zirger, B. J., and M. A. Maidique. 1990. A model of new product development: An empirical test. Management Science 36 (7): 867-83. 232 J PROD INNOV MANAG H. MOON ET AL. 2015;32(2):224-232

No abstract

This paper provides a new approach to account for the relationship between diversification and innovation by integrating insights concerning strategic fit. We argue that the type of diversification strategy leads to greater innovation output when the appropriate technological search strategy is employed. Using a longitudinal study of the patenting activity of 258 manufacturing firms, we find that strategic fit is important for innovation output. More specifically, a related diversification strategy leads to greater innovation when firms use a narrow technological search strategy. In contrast, an unrelated diversification strategy leads to greater innovation when a broader technological search strategy is used. Implications for future research are discussed. Copyright © 2013 John Wiley & Sons, Ltd.

This article addresses the theoretical limitations of social network theory as it applies to individual creativity. Social network theory implicitly assumes that social interactions influence creativity identically for all individuals in all circumstances. We argue that the extent to which individuals take advantage of their social ties may vary depending on individual characteristics, based on the componential model and the investment theory of creativity. Building on an interactional approach, this article explores the role of individual differences in the relationship between social networks and individual creativity and proposes that weak ties enhance creativity when information recipients are highly open to experience, have more domain knowledge, have an innovative style, and are intrinsically motivated. This article contributes to the current debate on the relationship between social networks and individual creativity by rationalizing the conditions under which weak ties enhance individual creativity. Implications for business managers and suggestions for future research are also discussed.

No abstract