The impact of market characteristics and innovation speed on perceptions of positional advantage and new product performance

Introducing the religio-centric positional advantage to Indonesian small businesses

“…The finding of this study showed that MI became an important driver for RPA and MP. An important relation of MI with RPA supported the finding of previous studies, such as Rodriguez (2006), andNaidoo (2010). While the important relation of MI with MP supported the findings of previous studies, such as Johnson et al (2009), Hoonsopon andRuenrom (2012), Sok et al (2013), Rosli and Sidek (2013), and Karabulut (2015).…”

“…The finding indicated that the improvement of market innovation at religion based market would improve religio-centric positional advantage and market performance. When market innovation is considered as a special ability to achieve positional advantage and business performance (Carbonell and Rodriguez, 2006;Naidoo, 2010), the innovation can be identified directly using the concept of innovation dynamic capabilities, where it is an exploration and path creation to develop a unique ability. An organization which develops dynamic innovation capabilities has the potential to save sustainable competitive advantage more than its competitors (Dixon et al, 2014).…”

“…Marketing communication channels, such as advertising, direct marketing, sales promotion, sponsorship, publicity, public relations, Internet, and communications integrated corporate image, can be used to communicate the position of the company's image in the minds of the target customers. Several studies have described the positional advantages as excess in communication with customers (Brïdson and (Carbonell and Rodriguez, 2006;Morgan, 2012), personal selling (Bridson et al, 2013), and excellence in service, superiority of the company's image (Brïdson and Evans, 2004;Morgan, 2012;Irsic, 2014). For market segments based on religion, the corporate image needs to be displayed by using the symbols of religiosity in accordance with the norms of a particular religion.…”

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

“…Suggested by the OC perspective, small firms often lack the experience and skill to manage the development of environmentally friendly products. For some small firms, shortening the time-to-market of environmentally friendly products often means blindly pursuing drastic cuts in development activities, which typically undermine performance [36,37]. Large firms usually decrease the time-to-market of environmentally friendly products by simplifying or speeding up operations, eliminating delays, or facilitating parallel processing of steps rather than skipping critical steps entirely [36,38].…”

“…As mentioned above, small firms are more likely to select less capable suppliers in comparison to large firms. Therefore, it is difficult for small firms to improve performance through shortening the time-to-market of environmentally friendly products, since small firms often cut important development activities to speed environmentally friendly products to market [36,37]. Therefore, we hypothesize: Hypothesis 3.…”