Im (2004) Market orientation, creativity, new product performance

Im (2004) Market orientation, creativity, new product performance

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114 / Journal of Marketing, April 2004 Journal of Marketing Vol. 68 (April 2004), 114–132 Subin Im & John P. Workman Jr. Market Orientation, Creativity, and New Product Performance in High-Technology Firms The ability to generate and market creative ideas in new products (NPs) and related marketing programs (MPs) in response to changing market needs is key to the success of a firm. This research examines the mediating role of NP and MP creativity between market orientation and NP success. The authors investigate (1) whether market ori- entation facilitates or inhibits creativity, (2) whether creativity influences NP performance, and (3) how to define and measure creativity in the NP development and launch contexts. They use a two-stage sampling frame to collect 312 sets of responses from managers and NP team leaders and thereby address the potential for common method bias in measures of creativity and NP performance. The findings indicate that NP and MP creativity mediates the relationship between market orientation and NP success. The authors also show that the meaningfulness dimen- sion, rather than the novelty dimension, of creativity is of greater importance in explaining the link between market orientation and NP success. The empirical results provide significant theoretical and managerial implications for NP strategy. Subin Im is Assistant Professor of Marketing, College of Business, San Francisco State University (e-mail: subinim@sfsu.edu). John P. Workman Jr. is Professor of Marketing, College of Business Administration, Creighton University (e-mail: Workman@creighton.edu). This study was partially supported by the Cato Research Fund, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, for the dissertation of the first author.The authors thank Gary Armstrong, Valarie Zeithaml, Hugh O’Neill, Bill Ware, Bill Perreault, and participants of the research seminar series at the University of North Carolina for providing helpful comments on a previous draft of this article. They also appreciate the helpful com- ments of Jonlee Andrews, Stanley Slater, Sanjit Sengupta, and Subodh Bhat on previous versions of this article.The authors thank the anonymous JM reviewers for their help in greatly improving the article. A n accumulating body of research has established that market orientation leads to better performance in organizations (e.g., Jaworski and Kohli 1993; Narver and Slater 1990). Despite recent efforts to examine the mediating role of innovation as the missing link between market orientation and performance (e.g., Deshpandé, Far- ley, and Webster 1993; Han, Kim, and Srivastava 1998; Hur- ley and Hult 1998), there is no clear understanding of this link. A problem is that prior research has focused on the broad construct of innovation (often using the amount of innovations or patents) and has taken the strategic business unit (SBU) as its level of analysis. As Wind and Mahajan (1997) note, research in this area is confounded because of the equivocal definitions and measurements of innovation.
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Im (2004) Market orientation, creativity, new product performance

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