Index

Citation (2018), "Index", Innovation and Strategy (Review of Marketing Research, Vol. 15), Emerald Publishing Limited, Bingley, pp. 339-348. https://doi.org/10.1108/S1548-643520180000015014 Publisher: Emerald Publishing Limited Copyright © 2018 Emerald Publishing Limited INDEX A.C. Nielsen, 9 Activity system content, 156–157 governance, 157 structure, 157 Adhocracy orientation, 259 Adobe Photoshop, 32 AI. See Artificial intelligence (AI) Algorithm-based decision making, 14 commercialization, 23 ethical issues, 26n1 front end innovation, 19 new product development, 21 Amazon, 14, 126 American Customer Satisfaction Index (ACSI), 264, 266, 276n1 Apple Inc., 100, 233 design aesthetic, 213 ecosystem, 13 graphical user interface by, 152 MacBook in 2015, 49 Architectural innovation, 150 Arenas, 6 Ariely, Dan, 25 Artificial intelligence (AI), 15, 26n2 Attention levels, 14 managerial, 5, 10, 11, 15 poverty of, 4 in strategic management context, 10 Average variance extracted (AVE), 238–239, 267 Axial coding, 297 Baidu, 14 Bankruptcy, 100 BAV. See Brand asset valuator (BAV) B2B. See Business-to-business (B2B) B2C. See Business-to-consumer (B2C) Big Data, 5, 7–10 Board of the Canadian Chamber of Commerce, 297 Brand asset valuator (BAV), 112 Brand-depreciation costs, 111 Brand energy, 112 Brand equity categorization, 115 competition, 121–122 conceptual framework, 113–116 customers, 118–119 dimensions, 111–112 external network, 120–121 firms, 116–118 impact, 112–113 innovative ideas affecting, 114 macro-environment, 122–124 technology, 124–126 Business analysis, 16 Business model innovation, 149, 150, 156–157 Business Source Premier, 56n1 Business strategy, 161 Business-to-business (B2B), 50 adoption controllability, 49–50 co-existence, 51–52 embeddedness, 52–53 multigroup analysis, 242 Business-to-consumer (B2C), 50 adoption controllability, 49–50 co-existence, 50–51 customer involvement in innovation, 74, 79, 83–85 embeddedness, 52–53 multigroup analysis, 242 Business Week , 170 Cash-flow return on assets (CFROA), 264–265, 269–271, 274, 275 CII. See Customer involvement in innovation (CII) Circumvention innovations, 123 CIS. See Customer involvement as an information source (CIS) Citizenship behaviors, 313–314 Civilization transforming innovations, 162 Clan orientation, 259 CNG. See Compressed natural gas (CNG) Coca-Cola, 121, 131 Co-creation customer involvement in, 55 in service marketing, 94 Co-existence, in successive innovation, 45–48, 50–52 Collaborative innovation, 312–313 Commercialization, 16, 152, 153 Competing values theory, 258–262 Competition-originated innovation, 121–122 Composite reliability (CR), 238–239 Compressed natural gas (CNG), 123, 136n5 Configuration theory methodology, 261–262 Confirmatory factor analyses (CFA), 266 Contributions to literature, 134 to practitioners, 134–135 Convergence innovation, 155 Corporate strategy, 161 Cost model, 157 CR. See Composite reliability (CR) Creativity, 175, 182–183 Cross-functional knowledge development and training, 309–310 Culture shaper, 300–302 Customer co-creation, 68 Customer co-development, 68 Customer collaboration, 68 Customer engagement, 93 Customer-generated incremental innovations, 130 Customer integration, 69 Customer involvement, 67 Customer involvement as a co-developer (CIC), 69 Customer involvement as an information source (CIS), 69 Customer involvement as an innovator (CIN), 70 Customer involvement in innovation (CII) academic research, 64 antecedents and consequences, 73 benefits, 79 co-creation in service marketing, 94 conceptualizations, 64, 72–73 customer engagement, 93 customer relationship management, 93 customers’ perspective, 73–79, 91 degree, 66–71 empirical research on, 64–65 firm capabilities, 92–93 firm’s perspective, 79–85, 91–92 forms, 71–72 integrated conceptualization, 87–88 knowledge management, 92 managing, 88–91 market orientation, 93 NPD project, 79, 84–85 organizational learning, 92 resource-based view, 92–93 strategic drivers of, 88 strategic impact, 90–91 techniques of, 72–73 theoretical development of, 92 user-friendly toolkits, 72 Customer orientation, 231–233 aesthetics, 233, 237 bivariate relationships, 239–240 conceptual model, 240–242 correlation matrix, 238 and design orientation, 233–234 descriptive statistics, 238 firm’s culture, 235 four-item scale, 237 innovations, 118–119 limitations and opportunities, 247–248 managerial implications, 245–247 marginal effects analysis, 243–245 measures, 237–238 model-free evidence, 239–240 multigroup analysis, 242 multiple respondents, 243 new product development, 233–234 nomological validity, 239 reliability, 238–239 robustness analyses, 242–243 technological capabilities, 245 and technological orientation, 234 theoretical contributions, 247 validity, 238–239, 242–243 willingness to cannibalize, 234–235 Customer participation, 66, 67 Customer relationship management, 93 Customer satisfaction, 258, 264, 269, 271 Customer service firm, 311 Customer trust-commitment model, 306, 312–314 Customer value proposition, 6, 15, 157, 159, 173 Data saturation, 294 Decision makers, 5–14, 25 Decision-making environment, 4, 5, 10 Dell, 118, 120 Design attributes experiential benefits, 206, 212–213 functional precedence, 206, 209–211 hedonic dominance, 209–211 joint presentation with independent evaluation, 207 managerial contribution, 224–225 promotion and prevention goals, 211–212 relationship between, 214–223 self-expressive benefits, 206, 213–214 theoretical contribution, 224 types of, 208–209 Design-driven approach, 230, 233, 247 Design orientation, 231–233 aesthetics, 233, 237 bivariate relationships, 239–240 conceptual model, 240–242 correlation matrix, 238 and customer orientation, 233–234 descriptive statistics, 238 firm’s culture, 235 limitations and opportunities, 247–248 managerial implications, 245–247 marginal effects analysis, 243–245 measures, 237–238 model-free evidence, 239–240 multigroup analysis, 242 multiple respondents, 243 nomological validity, 239 reliability, 238–239 robustness analyses, 242–243 technological capabilities, 245 and technological orientation, 234 theoretical contributions, 247 validity, 238–239, 242–243 willingness to cannibalize, 234–235 Differentiators, 6 Digital footprints, 24 Digital innovation, 33–35 Digitalization, 48 Digital product domains, 44–45 Economic logic, 7 edX, 121 Embeddedness, in successive innovation, 48–49, 52–53 Empirical research, 24 Employee trust-commitment model, 306, 308–312 Empowerment, 78, 307, 310 Environmental sustainability, 214, 224 Experiential benefits, 212–213 Exploitative innovation, 150 Exploratory innovation, 150 External network, 120–121 Financial costs, 110–111 Financially accountable, 17 Finer-grained assessment, 17 Forbes, 125 For-profit organizations, 152–155 Fortune Magazine, 285 Front end innovation, 16, 18–23 Functional precedence, 209–211 Future-market focus, 173 Game changing innovations, 162 Gazelles, 285–289 General Mills, 120 Goods vs. services, 130–132 standardization, 130 Google, 14 Grant Thornton Private Business Growth award, 293 Harman’s one-factor test, 237 Harmon’s single-factor test, 267 Hedonic dominance, 209–211 Hierarchy orientation, 259 Highest Paid Person’s Opinions (HiPPOs), 24 High prices and margins, 314 HiPPOs. See Highest Paid Person’s Opinions (HiPPOs) IBM, 9, 25, 53 Immelt, Jeff, 170 Incremental innovation, 34, 36, 127–130 Incrementally new product, 151 Incremental product innovation, 149 Information & decision sciences journals, 43–44 Information-rich environment, 4 decision-making approaches in, 12 innovation process, 15–17 strategic decision making in, 10–15 Innovation benefits, 108–110 competition-originated innovation, 121–122 competitive advantage, 108 conceptualizations, 151 contributions, 134–135 costs, 109, 110–111 customer-originated innovations, 118–119 definition, 102–103, 146–154 external network, 120–121 firms, 104–107, 116–118 in information-rich environment, 15–17 intangible benefits, 108 internal sources of, 103 macro-environment, 122–124 market position, 108 moderating effect, 127–133 organizational capabilities, 110 organizational learning, 108 private firms, 311–312 radical innovations, 127 reinvesting in sources, 132–133 sources, 103–108, 116–126 strategy, 32–33, 160–163 successful innovation, 100–102 tangible benefits, 108 technology-originated innovations, 124–126 Intellectually lazy approach, 24 Inter-attribute comparisons, 210 Internet retailing, 160 Intuition-based decision making, 13, 18, 20, 22 Ive, Jonathan, 233 Joint cognitive decision making, 18, 21, 22 Land O’Lakes, 120 Large-scale global survey, 10–11 Linguistic inquiry and word count (LIWC), 8 Machine intelligence, 11, 14 Macro-environment, 122–124, 131 Major cost elements, 158 Management journals, 43 Managerial attention, 5, 10, 11, 15 Managerial decision making, 17 commercialization, 22–23 front end innovation, 18–19 new product development, 20–21 Managerial intuition, 13 Market breakthrough product innovation, 149 Market entry modes of, 145 order of, 145 Market foresight active scanning, 178–180 antecedents, 179 boundary spanner input, 181 conceptual framework and hypotheses, 178–184 creativity, 182–183 defining, 172 development, 195–196 discriminating, 173–174 evaluation, 182 external sources, 174–175, 178–180 field perspectives on, 176–178 framework, developing, 174–178 implications, 192–194 interdepartmental connectedness, 181–182 internal sources, 175, 181–182 interviews with managers, 176–178 lead user collaboration, 180 leveraging the impact, 183–184 limitations, 194–195 market experiments, 180 new product outcomes, 175–176, 182–183 open-mindedness, 182 process, 171–172 reconfiguration capability, 183–184 speed to market, 183 testing the framework active scanning, 185, 188 boundary spanner input, 188 construct-level measurement statistics, 190 control variables, 189 correlation of constructs, 190 data analysis procedures, 189–192 lead user collaboration, 188 measures, 185–189 path analysis, 189, 191 path coefficients, 191, 192 reconfiguration capability, 188–189 robustness test, 189 sample, 184–185 t-values, 191, 192 timeliness, 183 Market information, 171–173 external sources, 174–175, 178–180 internal sources, 175, 181–182 Marketing definition, 145 innovation, 157–160 journals, 42–43 Marketing decision support systems (MDSS), 14 Marketing management support systems (MMSS), 5 Marketing strategy, 7, 145 customer involvement in innovation, 91 definition, 145 research, 258 Market knowledge, 180, 183 Market orientation (MO) analyses, 267–271 behavioral operationalizations, 261 correlations, 268 descriptive statistics, 265 development, 275–276 implications, 273–275 knowledge gaps, 258–259 limitations, 275–276 measures, 264–266 reliability and validity of measures, 266–267 research design, 262–264 system of equation results, 271–273 theoretical contributions, 257–258 theory framework, 259–262 Market-pull approach, 230 Market reader firms, 155 Market sensing, 174, 178 Markets to serve, 145 Maruti Suzuki, 130–131 MDSS. See Marketing decision support systems (MDSS) Microsoft, 5, 48 MMSS. See Marketing management support systems (MMSS) MO. See Market orientation (MO) Moore’s law, 8 MTV, 125 Nadella, Satya, 5 Need seeker firms, 155 Netflix, 14 Neurophysiological methods, 17, 24 New product development, 16, 33, 182–183 bivariate relationships, 239–240 conceptual model, 232 customer orientation, 233–234 design orientation, 231–232 developing, 175–176 different approaches in, 230 estimation, 240–242 limitations and opportunities, 247–248 managerial implications, 245–247 marginal effects analysis, 243–245 measures, 237–238 performance, 232–235 robustness analyses, 242–243 technological orientation, 234 total product design concept, 230–231 validity, 238–239 willingness to cannibalize, 234–235 Nickelodeon, 125 Non-financial costs, 111 Not-for-profit organizations, 152–155 Open coding, 297 Open-mindedness, 177, 182, 191 Operating model, 157 Opportunity cost, 111 Opt-in, 152 Opt-out, 152 Organizational culture, 257–258 analyses, 267–271 behavioral operationalizations, 261 correlations, 268 descriptive statistics, 265 development, 275–276 implications, 273–275 knowledge gaps, 258–259 limitations, 275–276 measures, 264–266 reliability and validity of measures, 266–267 research design, 262–264 system of equation results, 271–273 theory framework, 259–262 Organizational learning, 92, 108 Palo Alto Research Center (PARC), 152 Partial least squares (PLS), 189, 191 PepsiCo, 123 Pepsi’s Blind Taste Test Challenge, 121 P&G’s Connect and Develop program, 118 Physical product domains, 44–45 PLS. See Partial least squares (PLS) Porter’s Five-Forces model, 287 Practice-based research, 16 Practitioners, contributions to, 134–135 Prevention goals, 211–212 Privately firms employee focus, 299 extant literature, 298–300 field-based approach, 292–293 firm orientation and flexibility, 299 founders, 300–304 gazelles, 285–289 industry type, 298–299 innovation, 299–300 limitations, 314–316 list of companies and growth rates, 295–296 literature review, 286–292 ownership, 298, 300–304 sample, 293–297 size and age, 298 snowballing technique, 294 stability of industry, 299 strategic choices, 302–304 trust-commitment model customer, 306, 312–314 employee, 306, 308–312 revisiting, 304–308 Proactive market orientation, 173 Process innovation definition, 149 phases of, 16 See also Innovation Product innovation, 144, 151, 154–163 definition, 149 incremental, 149 market breakthrough, 149 radical, 149 technological breakthrough, 149 Product parity, 125 Product versioning/upgrades, 46–47 Promotion emotions experiential benefits, 212–213 self-expressive benefits, 213–214 Promotion goals, 211–212 Psychometric testing, 266–267 Qualtrics online survey software, 235 Radical innovations, 127 Radically new product, 151, 162 Radical product innovation, 149 Rapid-growth firms employee focus, 299 extant literature, 298–300 field-based approach, 292–293 firm orientation and flexibility, 299 founders, 300–304 gazelles, 285–289 industry type, 298–299 innovation, 299–300 limitations, 314–316 list of companies and growth rates, 295–296 literature review, 286–292 ownership, 298, 300–304 sample, 293–297 size and age, 298 snowballing technique, 294 stability of industry, 299 strategic choices, 302–304 trust-commitment model customer, 306, 312–314 employee, 306, 308–312 revisiting, 304–308 Rational approach, 11 RBV. See Resource-based view (RBV) R&D department, 116 Relationship benefits, 310 Relationship marketing, trust-commitment model for customer, 306, 312–314 employee, 306, 308–312 revisiting, 304–308 Resource-based view (RBV), 274, 287 Respect, 308–309 Revenue model, 157, 158 Reverse innovation, 150 Safe market growth strategy, 183 Samsung’s Family Hub™ refrigerator, 35 SBU. See Strategic business unit (SBU) SCImago Journal & Country Rank, 39 S-C-P model, 287 Seemingly unrelated regressions (SUR), 270 Selective coding, 297 Self-expressive benefits, 213–214 Service innovation, 130–131, 164n1 Service marketing, 94 Services, goods vs. , 130–132 Single-factor confirmatory model, 276n2 Small and medium sized enterprises (SMEs) employee focus, 299 extant literature, 298–300 extant research, 289–292 field-based approach, 292–293 firm orientation and flexibility, 299 founders, 300–304 gazelles, 285–289 industry type, 298–299 innovation, 299–300 limitations, 314–316 list of companies and growth rates, 295–296 literature review, 286–292 ownership, 298, 300–304 sample, 293–297 size and age, 298 snowballing technique, 294 stability of industry, 299 strategic choices, 302–304 trust-commitment model customer, 306, 312–314 employee, 306, 308–312 revisiting, 304–308 SmartPLS, 189 SMEs. See Small and medium sized enterprises (SMEs) Social innovation, 150, 154 Stage-gate system, 16 Staging, 6 Strategic business unit (SBU), 235 Strategic decision making in information-rich environment, 10–15 innovation process, 15–17 Strategic flexibility, 173–174 Strategic innovation, 161–163 Strategic marketing decisions, 146 domain of, 146, 147–148 Strategy Big Data, 7–10 business, 161 corporate, 161 decision makers, 7 definition, 6 elements, 6–7 innovation, 32–33, 160–163 marketing strategy. See Marketing strategy safe market growth strategy, 183 Strong balanced cultures, 260 Structured data, 8 Successive innovation adoption controllability, 49–50 co-existence, 45–48, 50–52 conceptual framework, 41–42, 44–50 digital and physical product domains, 44–45 digital innovation, 33–35 disciplinary domain, 40 embeddedness, 48–49, 52–53 fragmented literature, 40–41 information & decision sciences journals, 43–44 journals in literature search, 37–39 literature review procedures, 36–40 management journals, 43 marketing journals, 42–43 SUR. See Seemingly unrelated regressions (SUR) Sustainable innovation, 150 Sustainable product innovation, 150, 154 Swatch watches, 230–231 Target segment, 157 Technological breakthrough product innovation, 149 Technological opportunism, 126 Technology driver firms, 159 Technology-originated innovation, 124–126, 132, 231, 234, 237, 242 Technology-push approach, 230 Temporal costs, 111 Tesla, 33, 48 Thucydides’s Trap , 25 Timeliness, 175 Total product design concept, 230–231 Toyota, 120 Traditional decision-making approach, 11, 18, 20, 22 Transparency and ongoing communication, 310 Transportation Technical Services (TTS) database, 263–266 Trust-commitment model customer, 306, 312–314 employee, 306, 308–312 revisiting, 304–308 Tsujihara, Kevin, 170 TTS database. See Transportation Technical Services (TTS) database Two-stage model, 308 Unstructured data, 8 User involvement, 68 Value chain, 157 Value proposition, 157 Variety, 8 Vehicles, 6 Velocity, 8 Viacom, 125 Visual aesthetics, 212–214, 219–221, 223, 224, 228 Volume, 8 Walmart, 4, 8–10 Warner Brothers, 170 Willingness to cannibalize, 234–235 Willingness to pay experiential benefits, 206–207, 212–213 hedonic vs. functional attributes, 210–211 self-expressive benefits, 206–207, 213–214 Book Chapters Prelims Conceptual Papers Strategic Decision Making in an Information-Rich Environment: A Synthesis and an Organizing Framework for Innovation Research Successive Innovation in Digital and Physical Products: Synthesis, Conceptual Framework, and Research Directions Customer Involvement in Innovation: A Review of Literature and Future Research Directions Assessing the Relative Impact of Major Sources of Innovation on the Brand Equity of a Firm Innovation, Innovation Strategy, and Strategic Innovation Empirical Papers Market Foresight and New Product Outcomes Design, Emotions, and Willingness to Pay Design Orientation and New Product Performance The Business Performance Outcomes of Market Orientation Culture and Behaviors Drivers of Performance of Privately Owned, Rapid-Growth Firms: A Reconceptualization of the Trust–Commitment Model of Relationship Marketing Previous Volume Contents Index

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