Market-oriented product development as an organizational learning capability: findings from two cases

Conceptualizing market orientation at the level of the product development process is relevant, because market orientation is a highly critical factor for new product success and this conceptualization can be used as a starting-point to transform the whole organization into a more market oriented one. Market-oriented product development appears to be more than carrying out a number of marketing activities in a product development process. Using concepts from resourcebased theory and organizational learning theory, we draw up a conceptual framework of marketoriented product development as an organizational learning capability substantiated by findings from two case studies. This capability encapsulates the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behavior in product development and improve this market learning behavior. This conceptualization stimulates research on operationalizing market orientation in the managerial context of a critical business process and research on enhancing the degree of market orientation.

The managerial implications of networking

Recent years have shown a proliferation of publications about interaction and networks. All in all, these articles and books tend to focus on the formulation of theory and hypotheses. Despite the relevance of further development of theoretical thought, managers display more interest in scientifically-based recommendations with direct practical relevance. Wim Biemans presents the findings of an in-depth analysis of seventeen cases of new product development in the Dutch medical equipment industry by discussing eight critical success factors related to networking. He maintains that, while the existence of networks offers great opportunities to management, the practice of networking involves some serious potential pitfalls and problems as well. The conclusions are summarized by The Five C's of Innovation Management. "Marketing can be seen as relationship management: creating, developing, and maintaining a network in which the firm thrives"(Gummesson).

Market-oriented product development as an organizational learning capability: findings from two cases

Conceptualizing market orientation at the level of the product development process is relevant, because market orientation is a highly critical factor for new product success and this conceptualization can be used as a starting-point to transform the whole organization into a more market oriented one. Market-oriented product development appears to be more than carrying out a number of marketing activities in a product development process. Using concepts from resourcebased theory and organizational learning theory, we draw up a conceptual framework of marketoriented product development as an organizational learning capability substantiated by findings from two case studies. This capability encapsulates the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behavior in product development and improve this market learning behavior. This conceptualization stimulates research on operationalizing market orientation in the managerial context of a critical business process and research on enhancing the degree of market orientation.

Perspective:New Service Development: How the Field Developed, Its Current Status and Recommendations for Moving the Field Forward

New service development (NSD) is a growing innovation discipline. Despite the growth of articles about NSD, several authors have criticized the lack of attention paid to NSD, compared with new product development (NPD), and the lack of consensus across NSD findings. At the same time, others have proclaimed that NSD is a sophisticated, mature field of research. This paper tries to resolve these issues by analyzing 230 empirical articles on NSD, published over a period of 30 years. It investigates the content of NSD research articles, the authors contributing to the field, and the research methodologies employed. It finds that, despite its growing popularity, the field has not moved forward substantively. NSD is a subject specialty but lacks an invisible college of researchers addressing the topic. This has resulted in a body of research that fails to provide managers with consistent answers to basic questions about how to most effectively manage NSD processes. One of the main causes for the lack of coherence in the knowledge on this topic may stem from the fact that, rather than initially approaching research in the domain without ingoing bias and using grounded theory approaches to create initial understanding, many of the early researchers applied the concepts, frameworks, and methods used to understand NPD to the NSD domain. To correct this problem, it is proposed that the field of NSD needs to move forward in a significantly different manner. This paper provides several recommendations for attracting more academics to the field, elevating the visibility and status of NSD as a research domain, and also presents a research agenda that may help reorient future research in this area so that a more complete and coherent body of knowledge is generated that both advances the field and helps practitioners manage NSD more effectively and efficiently