|
|
|
| The Influence of Market Oriented Equilibrium Effect on New Product Performance in Dual-Element Perspective |
| Liu Yun,Yang Dongtao,Zhao Lijing,An Yanrong,Chen Bo |
| （Business School,Nanjing University,Nanjing 210093，China） |
|
|
|
|
Abstract In previous studies,direct dichotomy was adopted to explore the influence of the two types of market orientation on enterprise performance to different degrees.This study based on the organizational ambidexterity theory,firstly comb of the evolution of the study of the market orientation,define the meaning of the market-oriented balance effect,and from the angle of resource allocation and innovation risk,this paper expounds the influences of the market-oriented balance effect to the enterprise,and then build the theory of market orientation affect enterprise new product performance model,the empirical examines the pioneer market orientation and reactive balance of market orientation effect of small and medium-sized high-tech enterprises internal mechanism of the new product performance.Through the analysis of 212 small and medium-sized high-tech enterprises,the following conclusions are drawn: market-oriented equilibrium effect has a significant positive impact on enterprise dual innovation; Dual innovation has a significant positive impact on the performance of new products; Dual innovation plays a fully mediating role in the relationship between market-oriented equilibrium effect and new product performance.
|
|
Received: 25 June 2019
|
|
|
|
|
|
| [1] 张莉,朱光顺,李世刚,等.市场环境、重点产业政策与企业生产率差异[J].管理世界,2019,35(3):114-126.[2] ATUAHENE-GIMA K.An exploratory analysis of the impact of market orientation on new product performance a contingency approach [J].Journal of Product Innovation Management,2010,12(4):275-293.[3] TSAI,CHOU AND KUO.The curvilinear relationships between responsive and proactive market orientations and new product performance: a contingent link[J].Industrial Marketing Management,2008,37: 884-894.[4] YANNOPOULOS,AUH ,D MENGUC.Achieving fit between learning and market orientation: implications for new product performance[J].Journal of Product Innovation Management,2012,29(4):531-545.[5] 廖勇海,刘益,贾兴平.基于Meta视角的市场导向、产品创新、产品竞争优势与新产品绩效关系研究[J].研究与发展管理,2015,27(3):105-113.[6] KOHLI A K,B J JAWORSKI.Market orientation: the construct,research propositions,and managerial implications[J].Journal of Marketing,1990,54 (2): 1-18.[7] SLATER S F,NARVER J C.Customer-led and market-oriented: let's not confuse the two[J].Strategic Management Journal,2015,19(10):1001-1006.[8] NARVER J C,SLATER S F,MACLACHLAN D L.Responsive and proactive market orientation and new-product success[J].Journal of Product Innovation Management,2004,21(5),334-347.[9] VOOLA R,O"CASS A.Implementing competitive strategies: the role of responsive and proactive market orientations[J].European Journal of Marketing,2010,44(1/2):245-266.[10] BODLAJ M,COENDERS G,ZABKAR V.Responsive and proactive market orientation and innovation success under market and technological turbulence[J].Journal of Business Economics and Management,2012,13(4):666-687.[11] KOHLI A K,B J JAWORSKI.Market orientation: the construct,research propositions,and managerial implications[J].Journal of Marketing,1990,54 (2): 1-18.[12] AGARWAL S,M KRISHNA,C D DEV.Market orientation and performance in service firms:role of innovation[J].Journal of Services Marketing,2003,17 (1): 68-82.[13] MENGUC B,AUH S.The asymmetric moderating role of market orientation on the ambidexterity–firm performance relationship for prospectors and defenders[J].Industrial Marketing Management,2008,37(4):455-470.[14] MARCH J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,2: 71-87.[15] WEI Z,ZHAO J,ZHANG C.Organizational ambidexterity,market orientation,and firm performance[M].Elsevier Science Publishers B.V,2014.[16] F T ROTHAERMEL,M T ALEXANDRE.Ambidexterity in technology sourcing: the moderating role of absorptive capacity[J].Organization Science,2009,20 (4) :759-780.[17] 张婧,段艳玲.市场导向均衡对制造型企业产品创新绩效影响的实证研究[J].管理世界,2010(12):119-130.[18] DENNIS HERHAUSEN.Unfolding the ambidextrous effects of proactive and responsive market orientation[J].Journal of Business Research,2016,69(7).[19] DANNEELS E.The dynamics of product innovation and firm competences[J].Strategic Management Journal,2002,23(12):1095-1121.[20] 李桦,储小平,郑馨.双元性创新的研究进展和研究框架[J].科学学与科学技术管理,2011,32(4):58-65.[21] AHUJA G,LAMPERT C M.Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions[J].Strategic Management Journal,2001,22(6/7),521-543.[22] CORSO M,PELLEGRINI L.Continuous and discontinuous innovation: overcoming the innovator dilemma[J].Creativity and Innovation Management,2007,16 (4): 333-47.[23] LI,LIN & CHU.The nature of market orientation and the ambidexterity of innovations[J].Management Decision,2008,46(7): 1002-1026.[24] BODLAJ M,COENDERS G,ZABKAR V.Responsive and proactive market orientation and innovation success under market and technological turbulence[J].Journal of Business Economics and Management,2012,13(4):666-687.[25] BRETTEL M,OSWALD M,FLATTEN T.Alignment of market orientation and innovation as a success factor: a five-country study[J].Technology Analysis and Strategic Management,2012,24(2):151-165.[26] JANSEN J J P,FRANS A J.VAN DEN BOSCH,et al.Exploratory innovation,exploitative innovation,and performance: effects of organizational antecedents and environmental moderators[J].Management Science,2006,52(11):1661-1674.[27] LEONARD-BARTON D.Core capabilities and core rigidities: a paradox in managing new product development[J].Strategic Management Journal,2010,13(S1):111-125.[28] KIM C,SONG J,NERKAR A.Learning and innovation: Exploitation and exploration trade-offs[J].Journal of Business Research,2012,65(8).[29] BELDERBOS R,FAEMS D,LETEN B,et al.Technological activities and their impact on the financial performance of the firm: exploitation and exploration within and between firms[J].Journal of Product Innovation Management,2010,27(6):869-882.[30] TROILO G,DE LUCA L M,ATUAHENE-GIMA K.More innovation with less? a strategic contingency view of slack resources,information search,and radical innovation[J].Journal of Product Innovation Management,2014,31(2):259-277.[31] RUBERA G,KIRCA A H.Firm innovativeness and its performance outcomes: a meta-analytic review and theoretical integration[J].Journal of Marketing,2012,76(3):130-147.[32] LIN C,CHANG C C.A patent-based study of the relationships among technological portfolio,ambidextrous innovation,and firm performance[J].Technology Analysis & Strategic Management,2015,27(10):1193-1211.[33] CAO Q,GEDAJLOVIC E,ZHANG H.Unpacking organizational ambidexterity: dimensions,contingencies,and synergistic effects[J].Organization Science,2009,20(4),781-796.[34] CHANG,HUGHES.Drivers of innovation ambidexterity in small- to medium-sized firms[J].European Management Journal,2012,30: 1- 17.[35] AMIT R,P J H SCHOEMAKER.Strategic assets and organizational rent[J].Strategic Management Journal,1993,14 (1): 33-46.[36] LIN,MCDONOUGH III,LIN.Managing the exploitation/exploration paradox: the role of a learning capability and innovation ambidexterity[J].Journal of Product Innovation Management,2013,30(2):262-278.[37] PODSAKOFF P M,MACKENZIE S B,LEE J Y,et al.Common method biases in behavioral research: a critical review of the literature and recommended remedies[J].Jappl Psychol,2003,88(5):879-903.[38] FANG E,ZOU S.Antecedents and consequences of marketing dynamic capabilities in international joint ventures[J].Journal of International Business Studies,2009,40(5):742-761. |
|
|
|
