Market orientation, knowledge competence, and innovation

Ozkaya, H. Erkan; Dröge, Cornelia; Hult, G. Tomas M.; Calantone, Roger J.; Ozkaya, Elif

doi:10.1016/j.ijresmar.2014.10.004

Cited by 156 publications

(201 citation statements)

References 60 publications

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“…However, NPD success increasingly depends on firms’ ability to create economic as well as ecological and social value for customers and other stakeholders (Swan and Luchs, ). Like market, entrepreneurial, or learning orientations, firms’ sustainability orientation constitutes a dimension “of a higher‐order construct named strategic orientation” (Ozkaya, Droge, Hult, Calantone, and Ozkaya, , p. 310). Orientation constructs primarily refer to a strategic focus that is culturally determined within the organization.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…J PROD INNOV MANAG 2016;33(S1):72-85 SUSTAINABILITY AND NPD SUCCESS positive relationship between MKC and NPD success has been explained by learning theory (Argyris and Sch€ on, 1978), which would suggest that learning facilitates innovation through customer and competitor knowledge (Ozkaya et al, 2015). Customer knowledge processes enable firms to identify innovation opportunities, develop better solutions for customers' problems, improve the quality and reliability of products, and to reduce the risks of mistaking buyer needs (Hauser et al, 2006;Li and Calantone, 1998;Veryzer and De Mozota, 2005).…”

mentioning

confidence: 99%

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The Roles of Sustainability Orientation and Market Knowledge Competence in New Product Development Success

Claudy¹,

Peterson²,

Pagell³

2016

J of Product Innov Manag

115

111

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Firms’ sustainability orientation (SO) is widely understood as a strategic resource, which can lead to competitive advantage and superior (financial) performance. While recent empirical evidence suggests a moderate and positive relationship between SO and financial performance on a corporate level, little is understood about the influence of SO on new product development (NPD) success. Building on the natural‐resource‐based view (NRBV) of the firm, we hypothesize that firms’ SO positively influences NPD success, because of efficiency gains and differentiation advantages. However, scholars have also argued that the win–win paradigm postulated by NRBV might not always hold because NPD managers might find it difficult to balance sustainability objectives with the needs of their customer and the competitive dynamics in their markets. It is, therefore, proposed that market knowledge competence (MKC) is an important capability, which helps firms to balance social and ecological objectives with economic goals such as profitability and market share. Using data from 343 international firms from 24 countries that was collected by the Product Development and Management Association, structural equation modeling results suggest that (1) SO positively influences NPD and that (2) this relationship is partially mediated by firms’ market knowledge capabilities. The findings suggest that strategic‐level SO and MKC are complementary in that they help in balancing trade‐offs between sustainaility objectives and profitability goals. In this way, the study contributes to a better understanding of how critical NPD practices can help managers to translate firms’ SO into NPD success. The article concludes by highlighting implications for product innovation managers.

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Section: Theoretical Backgroundmentioning

confidence: 99%

mentioning

confidence: 99%

The Roles of Sustainability Orientation and Market Knowledge Competence in New Product Development Success

Claudy¹,

Peterson²,

Pagell³

2016

J of Product Innov Manag

115

111

View full text Add to dashboard Cite

show abstract

“…It delivers value for customers and results in better performance for organisations (Ozkaya et al, 2015). Specific market intelligence activities of information generation, sharing the information within the organisation, and responding to market demand, are the key practices of market-oriented firms (Kohli & Jaworski, 1990).…”

Section: Role Of Market Orientationmentioning

confidence: 99%

The influence of market orientation on firm performance and members’ livelihood in Ethiopian seed producer cooperatives

Sisay

Verhees

Trijp

2017

Agrekon

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The positive effects of market orientation and its components on firm performance are empirically supported by studies conducted for large firms in developed economies. However, its influence on performance in developing and emerging (D&E) economies, particularly under a cooperative's context, has been under-researched. This paper examines the impact of market orientation components on the performance of seed producer cooperatives (SPCs) in Ethiopia. Results show that customer orientation, interfunctional coordination, and supplier orientation, but not competitor orientation, contribute to higher business performance. Our findings confirm that customer orientation is the key factor for superior business performance in D&E economies. Business performance has a mediating effect between market orientation components and livelihood performance. Interfunctional coordination and supplier orientation influence the livelihood of member farmers both directly and indirectly via business performance. The study concludes that market orientation of SPCs is very important for business performance and provides a strong basis for the livelihood of seed producer families. SPCs can improve their performance and the livelihood of member-farmer families by implementing market oriented strategies, emphasising the key components of market orientation.

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“…In a similar way, as it relates to market orientation and marketing organizations, disruptive marketing strategy is a process by which valuable marketing activities take root initially in applications within a department or function in an organization and then relentlessly move across a company's internal departments/functions, eventually connecting with external companies to ensure that market-based value creation is delivered to the company's primary stakeholders. These disruptive marketing activities can center on administrative, process, and/ or product/service innovations (Hurley and Hult 1998;Ozkaya et al 2015).…”

Section: Introductionmentioning

confidence: 99%

Disruptive marketing strategy

Hult

Ketchen

2017

AMS Rev

Self Cite

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Disruptive marketing strategy is a process by which valuable marketing activities take root initially in applications within a department or function in an organization and then relentlessly move across a company's internal departments/ functions, eventually connecting with external companies to ensure that market-based value creation is delivered to the company's primary stakeholders. Understanding marketbased value creation in the field of marketing has centered, to a large degree, on market orientation studies via field-based, discovery-oriented research. In some ways, market orientation -while viewed as the implementation of the marketing concept -became a disruptive marketing strategy for many organizations. That is, marketing started to permeate all aspects of an organization, and even became a boundary-spanning phenomenon connecting multiple companies. The activities in marketing moved beyond their traditional home department and the marketing function became cross-departmental and even, in some cases, cross-company focused. Where do we go next? Disruptive marketing strategy will help the field and practice of marketing evolve.

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Market orientation, knowledge competence, and innovation

Cited by 156 publications

References 60 publications

The Roles of Sustainability Orientation and Market Knowledge Competence in New Product Development Success

The Roles of Sustainability Orientation and Market Knowledge Competence in New Product Development Success

The influence of market orientation on firm performance and members’ livelihood in Ethiopian seed producer cooperatives

Disruptive marketing strategy

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