Creating a market-oriented product innovation process: A contingency approach

R.A.W. Kok, W.G. Biemans

Research output: Contribution to journalArticleAcademicpeer-review

52 Citations (Scopus)

Abstract

This study analyzes how and why a firm's change program to create a market-oriented innovation process depends on its environmental, innovational and organizational context. Based on an organizational-learning capabilities framework, the results from a multiple case study indicate how a firm's change objectives, activities and approach are affected by this context. Whereas in low-tech firms a market-back approach with changes in organization structure and project management structure was effective, high-tech firms were more effective implementing a combined programmatic and market-back approach with changes also in philosophy and process management structure. The study contributes to theory by demonstrating that a firm's change program depends on its context and a one-best-way-fits-all change program is not feasible. It also shows that the change program could start with a coherent set of changes in structures, systems instead of starting with people's values and attitudes in order to change their behavior. The findings suggest that firms use a much more fragmented emergent approach to organizational change than the literature suggests. in addition, managers creating a market orientation in a key process - product innovation - need to use an approach different from a cultural change program as often advocated to change a whole organization. (C) 2008 Elsevier Ltd. All rights reserved.

Original languageEnglish
Pages (from-to)517-526
Number of pages10
JournalTechnovation
Volume29
Issue number8
DOIs
Publication statusPublished - Aug-2009

Keywords

  • Innovation
  • New product development
  • Market orientation
  • Customer orientation
  • Contingency approach
  • Strategic change
  • Implementation
  • ORGANIZATIONAL-CHANGE
  • CUSTOMER ORIENTATION
  • PERFORMANCE
  • FIRMS
  • IMPACT
  • CAPABILITIES
  • ANTECEDENTS
  • STRATEGIES
  • INDUSTRIAL
  • MODEL

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