Market-Oriented Product Development as an Organizational Learning Capability: Findings from Two Cases

Kok, R.A.W.; Hillebrand, Bas; Biemans, Wim G.

doi:10.1007/978-3-319-11885-7_97

Cited by 4 publications

(2 citation statements)

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“…Market-oriented firms keep an eye on not only customers but also on rivals. These firms also pay attention to the factors that determine customers’ needs and preferences (Kok et al , 2003, Hunt and Morgan, 1995). Furthermore, to cater to new and existing customers, MO firms prepare their employees to build the skills required to be innovative.…”

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

Mediating role of organizational learning on the relationship between market orientation and innovativeness

Raj

Srivastava

2016

TLO

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Purpose This paper has three purposes – first, to establish the direction of relationship between market orientation (MO) and organizational learning (OL); second, to assess the effect of MO and OL on organizational innovativeness (OI); and third, to examine the mediating role of OL on the relationship between MO and innovativeness. Design/methodology/approach This research was carried out with a sample size of 321 respondents from Indian private and government/public sector industries, applying structural equation modeling (maximum likelihood estimation technique) using AMOS 16. To check the mediation, the study adopts the method suggested by Baron and Kenny (1986). Findings The study finds that MO acts as an antecedent to OL, and the direct effect of both the variables on innovativeness is positive. The study also exhibits that though OL plays a role of mediator between MO and innovativeness, yet the mediation is partial. However, the study also demonstrates the dominance of OL over MO to improve OI. Research limitations/implications The study is survey-based, where self-reporting bias can occur. The study considers the cross-sectional data only, whereas OL is a dynamic process which constrains the ability to make causal relations. Therefore, to firmly show relationships, the use of longitudinal study is necessary. Moreover, the study mainly includes Indian organizations. The diverse sample from different multi-national companies could lead to a better understanding of the model. Practical implications The study suggests that organizations need an inclination toward market information to improve their innovativeness in changing the business environment. The innovativeness of the organization can be improved further with the introduction of proper organizational learning processes which includes both adaptive and generative learning. The partial mediation of OL suggests that firms have several other ways to improve innovativeness; however, learning offers opportunity to process the external information adequately that can be combined with other resources to enhance innovativeness. Originality/value The study contributes to the literature in three ways. First, it addresses a gap in literature by responding to issues regarding the direction of relationship between MO and OL. It also provides empirical evidence that MO precedes OL. Second, it bridges the gap between MO and innovativeness literature by providing empirical evidence. Third, it also demonstrates the possible mediating role of OL between MO and innovativeness.

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Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

Mediating role of organizational learning on the relationship between market orientation and innovativeness

Raj

Srivastava

2016

TLO

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“…Santos [40] used real options to measure the potential value of organizational restructure in merges and acquisitions; Brobouski [4] used the real options to analyze forest projects and Martinez [25] analyzed leasing contracts. Many authors studied the use of real options to evaluate R&D prior to production investments [1,2,5,8,11,14,16,19,20,23,28,35,38,39,41,43], while Keizer and Vos [17] describe a method to identify, measure and manage the risks in product development, however the decision-making process has not been analyzed by the authors.…”

Section: Real Optionsmentioning

confidence: 99%

Product Development Process: Using Real Options for Assessments and to support the Decision-Making at Decision Gates

Rocha

Delamaro

Complex Systems Concurrent Engineering

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Abstract. Enterprises need continuous product development activities to remain competitive in the marketplace. Their product development process (PDP) must manage stakeholders' needs -technical, financial, legal, and environmental aspects, customer requirements, Corporate strategy, etc. -, being a multidisciplinary and strategic issue. An approach to use real option to support the decision-making process at PDP phases in taken. The real option valuation method is often presented as an alternative to the conventional net present value (NPV) approach. It is based on the same principals of financial options: the right to buy or sell financial values (mostly stocks) at a predetermined price, with no obligation to do so. In PDP, a multi-period approach that takes into account the flexibility of, for instance, being able to postpone prototyping and design decisions, waiting for more information about technologies, customer acceptance, funding, etc. In the present article, the state of the art of real options theory is prospected and a model to use the real options in PDP is proposed, so that financial aspects can be properly considered at each project phase of the product development. Conclusion is that such model can provide more robustness to the decisions processes within PDP.

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The Construct of “Market Orientation” in an IberoAmerican Context

Camino

Ayala

2006

J. of Euromarketing

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Market-Oriented Product Development as an Organizational Learning Capability: Findings from Two Cases

Cited by 4 publications

References 100 publications

Mediating role of organizational learning on the relationship between market orientation and innovativeness

Mediating role of organizational learning on the relationship between market orientation and innovativeness

Product Development Process: Using Real Options for Assessments and to support the Decision-Making at Decision Gates

The Construct of “Market Orientation” in an IberoAmerican Context

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