Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance

Heirati, Nima; O’Cass, Aron; Sok, Phyra

doi:10.1108/jbim-08-2016-0191

Cited by 18 publications

(24 citation statements)

References 110 publications

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“…The rationale behind the selection of diversified industries is as follows. First, the sample of selected industries was consistent with the sample of earlier empirical studies on NPD (García Rodríguez et al, 2007;Swink et al, 2007;Hsu, 2011;Lin and Huang, 2012;Fantazy and Salem, 2016;Heirati et al, 2017). Second, using a number of industries in the sample provides an opportunity to address the robustness of NPD flexibility concept and its applicability across a range of industries.…”

Section: Data and Samplementioning

confidence: 97%

Factor influencing flexibility in new product development: empirical evidence from Indian manufacturing firms

Mishra

Mishra²

2019

JBIM

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Purpose A significant amount of work has been done on new product development (NPD); however, studies on the flexibility aspect in NPD are scant. This study aims to investigate the relationship between NPD flexibility and five infrastructural factors, namely, marketing and manufacturing integration practices (MMIPs), advanced human resource practices (AHRPs), supplier integration practices (SIPs), operational improvement practices (OIPs) and advanced manufacturing technologies (AMTs). Design/methodology/approach The study applies a questionnaire-based survey approach to examine the proposed relationships between different variables and NPD flexibility. Using a 39-item questionnaire, 262 valid and usable responses were collected from Indian manufacturing firms. Data were analysed using principal component analysis and confirmatory factor analysis. Further, structural equation modelling was applied to examine the contribution of different infrastructural factors to NPD flexibility. Findings In light of the empirical evidence produced in this study, the study suggests that MMIPs, AHRPs, SIPs, OIPs and AMTs have a direct, positive and significant influence on NPD flexibility. Among all the predictors, SIPs are the strongest predictor of NPD flexibility, followed by OIPs and AMTs. Research limitations/implications The findings extend prior studies of NPD by broadening the theory related to NPD flexibility. Practitioners should take a macro approach and focus on several practices to enhance flexibility in NPD. Originality/value Unlike earlier studies that provide limited empirical evidence on NPD flexibility and deal with the concept in isolation, this empirical study applies a systematic approach to understand factors influencing NPD flexibility.

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Section: Data and Samplementioning

confidence: 97%

Factor influencing flexibility in new product development: empirical evidence from Indian manufacturing firms

Mishra

Mishra²

2019

JBIM

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“…Resource allocation perspective has been proposed as the central idea to handle the trade-off between exploration and exploitation [82,83]. Heirati et al [84] have called for identifying the resource conditions that maximize the ambidexterity-new product performance relationship. Therefore, manufacturing enterprises should approach the maximization of ambidextrous capabilities with a cautious attitude, take their actual resources into full consideration, and ensure that the investment of resources in the development of marketing exploration capabilities and marketing exploitation capabilities be maintained at a reasonable level.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Ambidextrous Marketing Capabilities, Exploratory and Exploitative Market-Based Innovation, and Innovation Performance: An Empirical Study on China’s Manufacturing Sector

Pei

Lin

et al. 2021

Sustainability

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Despite the acknowledged importance of innovation for enterprises’ sustainable development, in comparison to technological innovation, research on market-based innovation is still in its nascent stage. It is unclear what factors will predict market-based innovation and how market-based innovation boosts innovation performance. Therefore, based on an adaptive marketing capabilities perspective and drawing on insights from the organizational ambidexterity literature, this study explored the relationships among enterprises’ marketing capabilities, market-based innovation and innovation performance. Data collected from 237 manufacturing enterprises in China were analyzed using hierarchical regression analysis and bootstrapping methods. The results showed that: (1) Marketing capabilities and market-based innovation activities are both ambidextrous. Specifically, marketing capabilities include marketing exploration capabilities and marketing exploitation capabilities, and market-based innovation includes exploratory market-based innovation and exploitative market-based innovation. (2) Ambidextrous marketing capabilities can enhance innovation performance significantly, with ambidextrous market-based innovation playing a partial mediating role in this relationship. Specifically, marketing exploration capabilities affect innovation performance through the partial mediating role of exploratory market-based innovation, whereas marketing exploitation capabilities affect innovation performance through the partial mediating role of exploitative market-based innovation. (3) Exploratory market-based innovation negatively moderates the relationship between exploitative market-based innovation and innovation performance, and exploitative market-based innovation also exerts a negative moderating effect on the exploratory market-based innovation–innovation performance association. These findings complement and enrich the ambidextrous capability (innovation) theory, helping manufacturing enterprises to better understand and deploy ambidexterity, and hence to achieve sustainability.

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“…Ambidexterity can be operationalized as the absolute difference between exploitation and exploration. Combined ambidexterity concentrates on the magnitude of exploitation and exploration (Heirati et al, 2017;Sok and O'Cass, 2015). Some research operationalizes ambidexterity as the multiplication of exploitation and exploration (Cao et al, 2009;Chandrasekaran et al, 2012).…”

Section: Alliance Ambidexteritymentioning

confidence: 99%

“…Firms have to orchestrate the complexity of the relationship between exploitation and exploration so that existing experience in exploitation can reinforce the tendency toward exploration. New capabilities in the area of exploration can help firms enrich their existing knowledge base (Heirati et al, 2017;Birkinshaw and Gupta, 2013). Previous researchers have investigated the performance implications of ambidexterity, as well as the integrated mechanisms that may lead to its development (Agostini et al, 2016), such as crossfunctional interfaces (Jansen et al, 2009), top management team attributes (Lubatkin et al, 2006;Heavey and Simsek, 2014), social networking capability (Heirati et al, 2017) and environmental dynamics (Raisch and Birkinshaw, 2008), among others.…”

Section: Introductionmentioning

confidence: 99%

“…New capabilities in the area of exploration can help firms enrich their existing knowledge base (Heirati et al, 2017;Birkinshaw and Gupta, 2013). Previous researchers have investigated the performance implications of ambidexterity, as well as the integrated mechanisms that may lead to its development (Agostini et al, 2016), such as crossfunctional interfaces (Jansen et al, 2009), top management team attributes (Lubatkin et al, 2006;Heavey and Simsek, 2014), social networking capability (Heirati et al, 2017) and environmental dynamics (Raisch and Birkinshaw, 2008), among others. The literature is rich in terms of studies discussing ambidexterity within the boundary of a firm.…”

Section: Introductionmentioning

confidence: 99%

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New product creativity and alliance ambidexterity: the moderating effect of causal ambiguity

Huang

2020

JBIM

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Purpose There has been little research discussing the role that new product creativity plays in achieving alliance ambidexterity and how causal ambiguity may be a potential moderator in the association between new product creativity and alliance ambidexterity. The purpose of this study is to identify the contingent role of causal ambiguity and examine the relationships between new product creativity, causal ambiguity and alliance ambidexterity. Design/methodology/approach In this empirical study, a questionnaire approach is used to collect data, and moderated structural equation modeling is used to test the hypotheses. Findings The findings indicate that new product creativity has a positive influence on alliance ambidexterity, whereas causal ambiguity moderates these associations. When causal ambiguity increases, the positive impact of new product creativity on alliance ambidexterity is attenuated. Research limitations/implications This study integrates the ambidexterity literature and the alliance literature by applying the concept of ambidexterity to a strategic alliance context. The moderating role of causal ambiguity echoes previous research postulating causal ambiguity as a barrier to knowledge transfer in alliances. Given a higher level of causal ambiguity, firms face more difficulty when they attempt to develop new product creativity to achieve the desired level of alliance ambidexterity. Practical implications Managers could initiate incentive programs and build supportive environments that facilitate new product creativity. Firms will be capable of elaborating the potential of new product creativity to further facilitate alliance ambidexterity. Managers need to pay attention to causal ambiguity that may have a moderating influence on the relationship between new product creativity and alliance ambidexterity. Originality/value This study contributes to the synthesis of new product creativity and alliance ambidexterity and helps scholars and managers to better understand the moderating effect of causal ambiguity in the context of the innovation and ambidexterity literature.

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Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance

Cited by 18 publications

References 110 publications

Factor influencing flexibility in new product development: empirical evidence from Indian manufacturing firms

Factor influencing flexibility in new product development: empirical evidence from Indian manufacturing firms

Ambidextrous Marketing Capabilities, Exploratory and Exploitative Market-Based Innovation, and Innovation Performance: An Empirical Study on China’s Manufacturing Sector

New product creativity and alliance ambidexterity: the moderating effect of causal ambiguity

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