Non-customers as initiators of radical innovation

How customer knowledge affects exploration: Generating, guiding, and gatekeeping

“…We can further distinguish two modes of customer knowledge creation and use: market intelligence and customer involvement (Cui & Wu, 2016, 2017Kohli & Jaworski, 1990;Wang, Jin, Zhou, Li, & Yin, 2020). The first mode emphasizes the generation and dissemination of customer and market information and responsiveness to it.…”

“…Customer knowledge aids explorative innovation activities by steering the NPD process to fulfill customer needs (Augusto & Coelho, 2009;Coviello & Joseph, 2012;Cui & Wu, 2017), and by increasing the meaningfulness of new products to customers when they are commercialized (Im & Workman, 2004). Customer understanding can also act as a starting point when initiating technology exploration (Andriopoulos & Lewis, 2009;Danneels, 2002;Rosenzweig, 2017;Rubera et al, 2012). These factors can significantly decrease the commercial risk that companies face in explorative NPD.…”

“…We postulate three mechanisms through which customer knowledge creation influences the NPD process and its outcomes: generating, guiding, and gatekeeping. While existing literature has discussed these mechanisms using varying terms (Augusto & Coelho, 2009;Cooper, 2019;Danneels, 2002;Rosenzweig, 2017;Rubera, Ordanini, & Calantone, 2012), they are mostly inferred from higher-level correlation patterns, rather than directly observed. Moreover, conflicting empirical findings have left the question of the overall impact of customer knowledge partly unanswered.…”

Relaciones comerciales y su impacto en la innovación

“…En el caso del conocimiento compartido es una forma de aplicación no solo permite que las organizaciones accedan a nuevas tecnologías, también que puedan producirlas (Bai et al, 2019;Balboni et al, 2017;Belso-Martínez et al, 2016;Falasca et al, 2017;La Rocca & Snehota, 2014;Páramo, 2014). Lo anterior sugiere una relación comercial donde los participantes están motivados a colaborar, en parte porque perciben un beneficio común (Lehtimäki et al, 2018;Öberg & Shih, 2014), que se materializa en innovaciones mas pertinentes logrando reducir la brecha de conocimiento bilateral y estimulando 618 Arosa-Carrera, Charles; Chica-Mesa, Juan Carlos Relaciones comerciales y su impacto en la innovación__________________________ Rosenzweig, 2017;Tho, 2018Tho, , 2019. La cocreación: Esta categoría se basa en la creación conjunta (Lehtimäki et al, 2018;Löfgren, 2014), permitiendo que organizaciones con recurso limitados puedan incursionar en nuevos mercados o competir en los actuales (Elg et al, 2015).…”

Marketing innovation: a systematic review

“…Scholars studying marketing innovation have examined the effects of resources on both general business performance (Dotzel, Shankar, & Berry, 2013) and innovation-related performance variables such as incremental vs. radical innovation (Atuahene-Gima, 2005) or new product success (Harmancioglu, Droge, & Calantone, 2009;Li & Calantone, 1998). Diverse market-based resources appear in this domain, including marketing capabilities (Dutta, Narasimhan, & Rajiv, 1999;Matthyssens, Vandenbempt, & Berghman, 2006), market knowledge competence (Li & Calantone, 1998;Rosenzweig, 2017;Zhang & Zhu, 2016), technology and R&D capabilities (Eggert, Thiesbrummel, & Deutscher, 2015;Hsieh & Tsai, 2007), learning capabilities (Berghman, Matthyssens, & Vandenbempt, 2012;Camisón & Villar-López, 2011;Sok, O'Cass, & Sok, 2013), and organisational ambidexterity (Sok, & O'Cass, 2015;Sheng, 2017).…”