Big data is transforming the new product development (NPD) process. Organizations are investing heavily in big data capabilities to capitalize on the ongoing analytics movement. Yet there is a lack of understanding of how firms can leverage big data as a capability to generate innovation success in dynamic marketplaces. To address this need for improved insights, the authors operationalize and analyze the 3Vs of big data usage-volume, variety, and velocity-in an NPD model. Drawing on the results of a survey of 261 managers reporting on their business unit's NPD processes and big data usage, this study identifies the antecedents of the multidimensional usage of big data. Empirically assessing the effects of firm orientations, the authors show that an exploration orientation has a positive effect on all three dimensions of a firm's big data usage while an exploitation orientation has no effect. Moving downstream, the results also reveal that the environmental factor of customer turbulence interacts differentially with the big data usage dimensions' impact on new product revenue (NPR). Specifically, customer turbulence accentuates the relationship between big data velocity and NPR but attenuates the relationship between big data volume and NPR.
Practitioner PointsFirms with an exploration orientation embrace the 3Vs of big data-volume, variety, and velocitywhile firms with an exploitation orientation do not.A firm's exploitation orientation exerts no effect on the 3Vs of their big data usage.
As positive psychology moves into the workplace, researchers have been able to demonstrate the desirable impact of positive organizational behavior. Specifically, psychological capital (PsyCap) improves employee attitudes, behaviors, and performance. Advancing PsyCap in sales research is important given the need for a comprehensive positive approach to drive sales performance, offset the high cost of salesperson turnover, improve cross-functional sales interfaces, and enrich customer relationships. The authors provide an integrative review of PsyCap, discuss its application in sales, and advance an agenda for future research. Research prescriptions are organized according to individual-level, intra-organizational, and extra-organizational outcomes pertinent to the sales field.
Long-term customer relationships develop over repeated interactions, underscoring the importance of frontline employees (FLEs) engaging in ethical behaviors. Therefore, organizations must understand how a strong ethical climate (EC) may affect attitudes and behaviors among FLEs. This study reviews frontline-related EC research and employs a meta-analytic approach to investigate the direct, indirect, and contingent effects of EC on FLE actions, attitudes, and outcomes. The authors reviewed 67 frontline-related studies comprising a sample of 21,118 respondents to assess meta-analytic associations and derive a model for structural testing. The findings from this study show that a strong EC drives customer-oriented behaviors, fosters desirable job attitudes, reduces felt stress, increases perceived performance, and decreases turnover intentions among FLEs. The strength of theses associations is often predicated on individual-level (FLE experience), study-level (response rate), and country-level (perceived corruption, individualism/collectivism) factors. This study offers theoretical and managerial contributions germane to multiple uncertainties in service literature about EC’s implications on FLEs, including EC’s ability to break through sources of tension-facing FLEs, the mediated nature of EC’s impact on perceived performance through frontline actions, and the generalizability of the economic and human benefits of EC across service contexts and frontline roles that foster greater diffusion in practice.
Cross-selling and up-selling are common sales strategies firms use to increase the revenue their salespeople garner from customers. However, these sales approaches are difficult to implement and a large percentage of these programmes fail. Examinations of cross-selling and up-selling traditionally rely on transactional databases which do not assess the salesperson's orientations and attitudes. To overcome this limitation, the authors capture the behavioural tendencies towards cross-selling and up-selling by salespeople and embed them within a motivation-opportunity-ability (MOA) theoretical framework. Variables which fit an MOA categorization moderate the efficacy of cross-selling and up-selling on performance and job satisfaction. Using a multi-industry sample of 224 business-to-business salespeople, findings indicate a unique subset of factors differentially interact with cross-selling and up-selling in predicting performance and job satisfaction.
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