Order, positioning, scope and outcomes of market entry

Pinto, Javier Rodríguez; Escudero, Ana Isabel Rodríguez; Cillán, Jesús Gutiérrez

doi:10.1016/j.indmarman.2006.12.002

Cited by 39 publications

(19 citation statements)

References 92 publications

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“…This finding leverages the previous studies on the concept of 'strategic resonance'. For instance, while previous studies showed the significant role of strategic resonance, for example, aligning technological and organizational capabilities with firm strategic implementation, on the success of process innovation efforts (Brown and Fai, 2006), we illustrated the critical role of strategic resonance on the success of product innovations, as suggested by Rodríguez-Pinto et al (2008). This finding also improves our understanding on the alignment of organizational capabilities with strategic management in the NPD context.…”

Section: System Mechanisms Management Practices and Firm Product Insupporting

confidence: 70%

Complex adaptive system mechanisms, adaptive management practices, and firm product innovativeness

et al. 2013

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As a fascinating concept, the mechanisms of complex adaptive system (CAS) attracted many researchers from a variety of disciplines. Nevertheless, how the mechanism‐related variables, such as strategic resonance, accreting nodes, pattern forming, and catalytic behavior of organization, impact the firm product innovativeness is rarely addressed empirically in the new product development (NPD) literature. Also, there exist limited studies on the antecedents of the mechanisms of CAS in the NPD literature. In this respect, we identified and operationalized the adaptive management practices, which involve bonding, nonlinear, and attractor behaviors of management, as antecedents of mechanisms and firm product innovativeness. By studying 235 firms, we found that (1) strategic resonance and accreting nodes are positively related to firm product innovativeness, (2) bonding, nonlinear, and attractor behaviors of management positively influence the mechanism variables, and (3) market and technology turbulence impact the adaptive management practices. We also found that mechanisms of CAS partially mediate the relationship between adaptive management practices and firm product innovativeness.

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Section: System Mechanisms Management Practices and Firm Product Insupporting

confidence: 70%

Complex adaptive system mechanisms, adaptive management practices, and firm product innovativeness

et al. 2013

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“…Similarly, Kalyanaram et al (1995) and Szymanski et al (1993) present explicitly the empirical hypothesis that first movers obtain good results in terms of market share. Recent research confirms this relationship (Rodriguez-Pinto et al, 2008). Other studies suggest that follower advantages should not be ignored (Coeurderoy and Durand, 2004;Golder and Tellis, 1993;Shankar et al, 1998).…”

Section: Theoretical Backgroundmentioning

confidence: 87%

Do switching costs really provide a first‐mover advantage?

Molina-Castillo

Rodriguez-Escudero

Munuera-Alemán

2012

Marketing Intelligence &Amp; Planning

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Purpose -The purpose of this article is to present a model that compares the switching costs that consumers face when they buy pioneering and follower products. Design/methodology/approach -A study of 255 new products indicates that switching costs are actually higher when switching from an existing product to a pioneering product. Findings -The study shows that people who buy a pioneering product may also face switching costs, if the pioneering product is launched in an existing category where consumers are already familiar with similar products.Research limitations/implications -The results help to reinforce the view that first movers have advantages and demonstrate that switching costs do not lead to a higher level of consumer retention. Practical implications -This study provides interesting managerial implications on how to launch new products more effectively when they suffer from switching costs.. Originality/value -Researchers commonly view switching costs as a barrier to market entry that protects enterprises that launch pioneering products and gives them a competitive advantage over those that launch follower products. The underlying idea is that people only experience switching costs when they change to a different follower product, rather than when they purchase a pioneering product instead of the product that they usually purchase.

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“…The small sample size has been justified for PLS path modelling in the previous research (e.g. [39,40,56]). However, as a rule of thumb in PLS path modelling [57] suggests the sample size should be ten times the largest number of formative indicators or ten times the largest number of structural paths directing the construct in the inner path model.…”

Section: Discussionmentioning

confidence: 99%

Does Competitively Distinct Operation Enable Performance in Turbulent Business Environment? A Study on Finnish SMEs

Timilsina¹

2016

Management and Production Engineering Review

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Accepted: 15 July 2016Aligning resource choice and operations decision in the value chain (input-process-output) is one of the most important functions of a firm not only to make its operations to be competitively distinct but also very important for the firm's growth and survival. However, the role of competitively distinct operations in maintaining better performance in dynamic and changing business environment has remained unclear. Therefore, this paper examined the relationship between competitively distinct operations, high efficiency operations and operational performance (research model one). In the similar manner the relationship between turbulent business environments, operational performance and financial performance were also examined (research model two). The study was conducted considering survey responses from 61 small and medium size enterprises from Finland. Correlation test and structural path modelling was used to test and validate the proposed hypothesis and research model. The results showed that competitively distinct operation enables high efficiency operations, which influences operational performance positively and significantly. In the similar manner, operational performance influences financial performance positively and significantly. Likewise, turbulent business environment was found to have a negative impact on operational and financial performance. The research findings are found to be adequate enough to highlight the importance of aligning resource choice and operations decisions in reducing the impact of turbulent business environment on organizational performance.

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Order, positioning, scope and outcomes of market entry

Cited by 39 publications

References 92 publications

Complex adaptive system mechanisms, adaptive management practices, and firm product innovativeness

Complex adaptive system mechanisms, adaptive management practices, and firm product innovativeness

Do switching costs really provide a first‐mover advantage?

Does Competitively Distinct Operation Enable Performance in Turbulent Business Environment? A Study on Finnish SMEs

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