TY - JOUR
T1 - Antecedents and consequences of the strategic orientations in new product development
T2 - The case of Chinese manufacturers
AU - Jeong, Insik
AU - Pae, Jae H.
AU - Zhou, Dongsheng
N1 - Funding Information:
This research was partially supported by a Korea University Grant, Hong Kong Polytechnic University Research Fund and a Strategic Research Grant of the City University of Hong Kong.
PY - 2006/4
Y1 - 2006/4
N2 - The objective of the present study is to advance the understanding of the role of the strategic orientation of the firm for successful new product development (NPD), in the context of Chinese manufacturing firms. Through field research accompanied by a review of the related literature, this study identifies customer orientation and technology orientation as crucial strategic components that are important to successful new product development. This research proposes a conceptual model of strategic orientations, in which firm-internal (organizational support) and -external (environmental turbulence) factors are expected to influence strategic orientations, which, in turn, impact NPD performance. The model is tested using data collected from a large-scale survey of 232 manufacturing firms in China. The results largely support the hypotheses derived from the conceptual model. First, organizational support and environmental turbulence have a positive influence on the implementation of strategic orientations. Second, the two strategic orientations show a different pattern of performance implications.
AB - The objective of the present study is to advance the understanding of the role of the strategic orientation of the firm for successful new product development (NPD), in the context of Chinese manufacturing firms. Through field research accompanied by a review of the related literature, this study identifies customer orientation and technology orientation as crucial strategic components that are important to successful new product development. This research proposes a conceptual model of strategic orientations, in which firm-internal (organizational support) and -external (environmental turbulence) factors are expected to influence strategic orientations, which, in turn, impact NPD performance. The model is tested using data collected from a large-scale survey of 232 manufacturing firms in China. The results largely support the hypotheses derived from the conceptual model. First, organizational support and environmental turbulence have a positive influence on the implementation of strategic orientations. Second, the two strategic orientations show a different pattern of performance implications.
KW - China
KW - New product development
KW - Strategic orientation
UR - http://www.scopus.com/inward/record.url?scp=33644816208&partnerID=8YFLogxK
U2 - 10.1016/j.indmarman.2005.06.010
DO - 10.1016/j.indmarman.2005.06.010
M3 - Article
AN - SCOPUS:33644816208
SN - 0019-8501
VL - 35
SP - 348
EP - 358
JO - Industrial Marketing Management
JF - Industrial Marketing Management
IS - 3
ER -